What is CMMI?
Software Models are used to control the process in a company. CMMI is a software model which is used for tracking the process of an organization in control.
CMMI—Capability Maturity Model Integration
CMMI current version is 1.3
CMMI has 22 process areas for implementing the processes. Process areas describe how a process to be implemented.
1. CM – Configuration Management
2. MA – Measurement and Analysis
3. PMC – Project Monitoring and Control
4. PP – Project Planning
5. PPQA – Process and Product Quality Assurance
6. REQM – Requirements Management
7. SAM – Supplier Agreement Management
8. DAR – Decision Analysis and Resolution
9. IPM – Integrated Project Management
10. OPD – Organizational Process Definition
11. OPF – Organizational Process Focus
12. OT – Organizational Training
13. PI – Product Integration
14. RD – Requirements Development
15. RSKM – Risk Management
16. TS – Technical Solution
17. VAL – Validation
18. VER – Verification
19. OPP – Organizational Process Performance
20. QPM – Quantitative Project Management
21. Causal Analysis and Resolution (CAR)
22. Organizational Performance Management (OPM)
1. Project Planning (PP)
Project Planning process area provides best practices like estimation, project plan preparation including resource planning, scheduling, risk plan etc. and taking commitment. Project Planning Process Areas helps implementers in effective project planning.
2. Project Monitoring and Control (PMC)
Project Monitoring and Control (PMC) process area provides guidance for project management techniques for monitoring through progress reviews, meetings, milestone reviews, status reporting etc. and controlling of issues.
3. Configuration Management (CM)
Configuration Management (CM) process area helps in establishing and maintaining the integrity of work products (artifacts). It provides guidance for identification of Configuration items, control of configuration, status accounting of work products and configuration audits.
4. Integrated Project Management (IPM)
Integrated Project Management (IPM) process area helps in establishing and managing the project and the involvement of relevant stakeholders. It guides for tailoring of standard process for development of project defined process.
5. Measurement and Analysis (MA)
Measurement and Analysis (MA) process area guides for development and sustaining measurement capability within projects leading to management of measurement at org level. It helps in decision making by senior management.
6. Process and Product Quality Assurance (PPQA)
Process and Product Quality Assurance (PPQA) process area helps in managing the quality of processes and products by using audits and quality assurance activities.
7. Decision Analysis and Resolution (DAR)
Decision Analysis and Resolution (DAR) process area help in selecting the best alternative using formal evaluation technique.
8. Quantitative Project Management (QPM)
Quantitative Project Management (QPM) process area is advance measurement and help in quantitative control and improvement of the projects objectives derived from business goals.
9. Risk Management (RSKM)
Risk Management (RSKM) process area helps in identification of potential problems before they occur and planning their mitigation activities planning and taking action on their occurrence.
10. Supplier Agreement Management (SAM)
Supplier Agreement Management (SAM) process area help in the management of the products and services acquired from suppliers.
11. Requirements Management (REQM)
Requirements Management (REQM) process area helps in management of user requirements. It also ensures alignment between the project work and requirements.
12. Requirements Development (RD)
Requirements Development (RD) process area helps in collecting requirements, analyzing them and then detailing them into different requirements like user, customers, product, and product component requirements.
13. Product Integration (PI)
Product Integration (PI) process area helps in assembling the product components into final product and ensuring that the product after integration behaves as intended and deliver the product.
14. Technical Solution (TS)
Technical Solution (TS) process area helps in selecting, designing, and implementing solutions to the project requirements.
15. Validation (VAL)
Validation (VAL) process area helps in ensuring that the product work in its indented environment.
16. Verification (VER)
Verification (VER) process area helps in ensuring that selected work products meet their specified requirements by verifying them.
17. Causal Analysis and Resolution (CAR)
Causal Analysis and Resolution (CAR) process area help in identification of root causes of the issues/defects and then to plan corrective and preventive actions to improve process performance.
18. Organizational Process Definition (OPD)
Organizational Process Definition (OPD) process area helps in establishing and maintaining a library of organizational process assets, work environment standards, and rules and guidelines for teams.
19. Organizational Training (OT)
Organizational Training (OT) process area is associated with the development of skills and knowledge of project team members so they can perform their roles effectively and efficiently.
20. Organizational Performance Management (OPM)
Organizational Performance Management (OPM) process area is to proactive management of the organization’s performance to meet its business objectives.
21. Organizational Process Focus (OPF)
Organizational Process Focus (OPF) helps in planning, implementing, and deploying organizational process improvements. It is based on thorough understanding of current strengths and weaknesses of the organization’s processes and process assets.
22. Organizational Process Performance (OPP)
Organizational Process Performance (OPP) helps in the process improvement activities. It helps in establishing and maintaining a quantitative understanding of the performance of selected processes towards achieving the organizational goals.
Each process area is defined by a set of goals and practices. There are two categories of goals and practices:
•Generic goals and practices: They are part of every process area.
•Specific goals and practices: They are specific to a given process area.
A process area is satisfied when company processes cover all of the generic and specific goals and practices for that process area.
Generic goals and practices:
Generic goals and practices are a part of every process area.
NOTATIONS:GG –> Generic Goals and GP –> Generic Practice
- ·GG 1 Achieve Specific Goals
oGP 1.1 Perform Specific Practices
- ·GG 2 Institutionalise a Managed Process
oGP 2.1 Establish an Organizational Policy
oGP 2.2 Plan the Process
o GP 2.3 Provide Resources
oGP 2.4 Assign Responsibility
oGP 2.5 Train People
oGP 2.6 Manage Configurations
oGP 2.7 Identify and Involve Relevant Stakeholders
oGP 2.8 Monitor and Control the Process
oGP 2.9 Objectively Evaluate Adherence
oGP 2.10 Review Status with Higher Level Management
- ·GG 3 Institutionalise a Defined Process
oGP 3.1 Establish a Defined Process
oGP 3.2 Collect Improvement Information
- ·GG 4 Institutionalise a Quantitatively Managed Process
oGP 4.1 Establish Quantitative Objectives for the Process
oGP 4.2 Stabilise Subprocess Performance
- ·GG 5 Institutionalise an Optimising Process
oGP 5.1 Ensure Continuous Process Improvement
oGP 5.2 Correct Root Causes of Problems
Specific Practices by Goal
1. Causal Analysis and Resolution (CAR)
- ·SG 1 Determine Causes of Defects
o SP 1.1 Select Defect Data for Analysis
o SP 1.2 Analyze Causes
- ·SG 2 Address Causes of Defects
o SP 2.1 Implement the Action Proposals
o SP 2.2 Evaluate the Effect of Changes
o SP 2.3 Record Data
2. Configuration Management (CM)
- ·SG 1 Establish Baselines
o SP 1.1 Identify Configuration Items
o SP 1.2 Establish a Configuration Management System
o SP 1.3 Create or Release Baselines
- ·SG 2 Track and Control Changes
o SP 2.1 Track Change Requests
o SP 2.2 Control Configuration Items
- ·SG 3 Establish Integrity
o SP 3.1 Establish Configuration Management Records
o SP 3.2 Perform Configuration Audits
3. Decision Analysis and Resolution (DAR)
·SG 1 Evaluate Alternatives
o SP 1.1 Establish Guidelines for Decision Analysis
o SP 1.2 Establish Evaluation Criteria
o SP 1.3 Identify Alternative Solutions
o SP 1.4 Select Evaluation Methods
o SP 1.5 Evaluate Alternatives
o SP 1.6 Select Solutions
4. Integrated Project Management +IPPD (IPM)
- ·SG 1 Use the Project’s Defined Process
o SP 1.1 Establish the Project’s Defined Process
o SP 1.2 Use Organizational Process Assets for Planning Project Activities
o SP 1.3 Establish the Project’s Work Environment
o SP 1.4 Integrate Plans
o SP 1.5 Manage the Project Using the Integrated Plans
o SP 1.6 Contribute to the Organizational Process Assets
- ·SG 2 Coordinate and Collaborate with Relevant Stakeholders
o SP 2.1 Manage Stakeholder Involvement
o SP 2.2 Manage Dependencies
o SP 2.3 Resolve Coordination Issues
5. Measurement and Analysis (MA)
·SG 1 Align Measurement and Analysis Activities
o SP 1.1 Establish Measurement Objectives
o SP 1.2 Specify Measures
o SP 1.3 Specify Data Collection and Storage Procedures
o SP 1.4 Specify Analysis Procedures
- ·SG 2 Provide Measurement Results
o SP 2.1 Collect Measurement Data
o SP 2.2 Analyze Measurement Data
o SP 2.3 Store Data and Results
o SP 2.4 Communicate Results
6. Organizational Innovation and Deployment (OID)
·SG 1 Select Improvements
o SP 1.1 Collect and Analyze Improvement Proposals
o SP 1.2 Identify and Analyze Innovations
o SP 1.3 Pilot Improvements
o SP 1.4 Select Improvements for Deployment
- ·SG 2 Deploy Improvements
o SP 2.1 Plan the Deployment areas
o SP 2.2 Manage the Deployment
o SP 2.3 Measure Improvement Effects
7. Organizational Process Definition
- ·SG 1 Establish Organizational Process Assets
o SP 1.1 Establish Standard Processes
o SP 1.2 Establish Life-Cycle Model Descriptions
o SP 1.3 Establish Tailoring Criteria and Guidelines
o SP 1.4 Establish the Organization’s Measurement Repository
o SP 1.5 Establish the Organization’s Process Asset Library
8. Organizational Process Focus (OPF)
- ·SG 1 Determine Process Improvement Opportunities
o SP 1.1 Establish Organizational Process Needs
o SP 1.2 Appraise the Organization’s Processes
o SP 1.3 Identify the Organization’s Process Improvements
- ·SG 2 Plan and Implement Process Improvement Activities
o SP 2.1 Establish Process Action Plans
o SP 2.2 Implement Process Action Plans
- ·SG 3 Deploy Organizational Process Assets and Incorporate Lessons Learned
o SP 3.1 Deploy Organizational Process Assets
o SP 3.2 Deploy Standard Processes
o SP 3.3 Monitor Implementation
o SP 3.4 Incorporate Process-Related Experiences into the Organizational Process Assets
9. Organizational Process Performance (OPP)
- ·SG 1 Establish Performance Baselines and Models
o SP 1.1 Select Processes
o SP 1.2 Establish Process Performance Measures
o SP 1.3 Establish Quality and Process Performance Objectives
o SP 1.4 Establish Process Performance Baselines
o SP 1.5 Establish Process Performance Models
10. Organizational Training (OT)
- ·SG 1 Establish an Organizational Training Capability
o SP 1.1 Establish the Strategic Training Needs
o SP 1.2 Determine Which Training Needs Are the Responsibility of the Organization
o SP 1.3 Establish an Organizational Training Tactical Plan
o SP 1.4 Establish Training Capability
- ·SG 2 Provide Necessary Training
o SP 2.1 Deliver Training
o SP 2.2 Establish Training Records
o SP 2.3 Assess Training Effectiveness
11. Product Integration (PI)
- ·SG 1 Prepare for Product Integration
o SP 1.1 Determine Integration Sequence
o SP 1.2 Establish the Product Integration Environment
o SP 1.3 Establish Product Integration Procedures and Criteria
- ·SG 2 Ensure Interface Compatibility
o SP 2.1 Review Interface Descriptions for Completeness
o SP 2.2 Manage Interfaces
- ·SG 3 Assemble Product Components and Deliver the Product
o SP 3.1 Confirm Readiness of Product Components for Integration
o SP 3.2 Assemble Product Components
o SP 3.3 Evaluate Assembled Product Components
o SP 3.4 Package and Deliver the Product or Product Component
12. Project Monitoring and Control (PMC)
- ·SG 1 Monitor Project Against Plan
o SP 1.1 Monitor Project Planning Parameters
o SP 1.2 Monitor Commitments
o SP 1.3 Monitor Project Risks
o SP 1.4 Monitor Data Management
o SP 1.5 Monitor Stakeholder Involvement
o SP 1.6 Conduct Progress Reviews
o SP 1.7 Conduct Milestone Reviews
- ·SG 2 Manage Corrective Action to Closure
o SP 2.1 Analyze Issues
o SP 2.2 Take Corrective Action
o SP 2.3 Manage Corrective Action
13. Project Planning (PP)
- ·SG 1 Establish Estimates
o SP 1.1 Estimate the Scope of the Project
o SP 1.2 Establish Estimates of Work Product and Task Attributes
o SP 1.3 Define Project Life Cycle
o SP 1.4 Determine Estimates of Effort and Cost
- ·SG 2 Develop a Project Plan
o SP 2.1 Establish the Budget and Schedule
o SP 2.2 Identify Project Risks
o SP 2.3 Plan for Data Management
o SP 2.4 Plan for Project Resources
o SP 2.5 Plan for Needed Knowledge and Skills
o SP 2.6 Plan Stakeholder Involvement
o SP 2.7 Establish the Project Plan
- ·SG 3 Obtain Commitment to the Plan
o SP 3.1 Review Plans that Affect the Project
o SP 3.2 Reconcile Work and Resource Levels
o SP 3.3 Obtain Plan Commitment
14. Process and Product Quality Assurance (PPQA)
·SG 1 Objectively Evaluate Processes and Work Products
o SP 1.1 Objectively Evaluate Processes
o SP 1.2 Objectively Evaluate Work Products and Services
- ·SG 2 Provide Objective Insight
o SP 2.1 Communicate and Ensure Resolution of Noncompliance Issues
o SP 2.2 Establish Records
15. Quantitative Project Management (QPM)
- ·SG 1 Quantitatively Manage the Project
o SP 1.1 Establish the Project’s Objectives
o SP 1.2 Compose the Defined Processes
o SP 1.3 Select the Sub processes that Will Be Statistically Managed
o SP 1.4 Manage Project Performance
- ·SG 2 Statistically Manage Sub process Performance
o SP 2.1 Select Measures and Analytic Techniques
o SP 2.2 Apply Statistical Methods to Understand Variation
o SP 2.3 Monitor Performance of the Selected Sub processes
o SP 2.4 Record Statistical Management Data
16. Requirements Development (RD)
- ·SG 1 Develop Customer Requirements
o SP 1.1 Elicit Needs
o SP 1.2 Develop the Customer Requirements
- ·SG 2 Develop Product Requirements
o SP 2.1 Establish Product and Product-Component Requirements
o SP 2.2 Allocate Product-Component Requirements
o SP 2.3 Identify Interface Requirements
- ·SG 3 Analyze and Validate Requirements
o SP 3.1 Establish Operational Concepts and Scenarios
o SP 3.2 Establish a Definition of Required Functionality
o SP 3.3 Analyze Requirements
o SP 3.4 Analyze Requirements to Achieve Balance
o SP 3.5 Validate Requirements
17. Requirements Management (REQM)
- ·SG 1 Manage Requirements
o SP 1.1 Obtain an Understanding of Requirements
o SP 1.2 Obtain Commitment to Requirements
o SP 1.3 Manage Requirements Changes
o SP 1.4 Maintain Bidirectional Traceability of Requirements
o SP 1.5 Identify Inconsistencies between Project Work and Requirements
18. Risk Management (RSKM)
- ·SG 1 Prepare for Risk Management
o SP 1.1 Determine Risk Sources and Categories
o SP 1.2 Define Risk Parameters
o SP 1.3 Establish a Risk Management Strategy
- ·SG 2 Identify and Analyze Risks
o SP 2.1 Identify Risks
o SP 2.2 Evaluate, Categorize, and Prioritize Risks
- ·SG 3 Mitigate Risks
o SP 3.1 Develop Risk Mitigation Plans
o SP 3.2 Implement Risk Mitigation Plans
19. Supplier Agreement Management (SAM)
- ·SG 1 Establish Supplier Agreements
o SP 1.1 Determine Acquisition Type
o SP 1.2 Select Suppliers
o SP 1.3 Establish Supplier Agreements
- ·SG 2 Satisfy Supplier Agreements
o SP 2.1 Execute the Supplier Agreement
o SP 2.2 Monitor Selected Supplier Processes
o SP 2.3 Evaluate Selected Supplier Work Products
o SP 2.4 Accept the Acquired Product
o SP 2.5 Transition Products
20. Technical Solution (TS)
- ·SG 1 Select Product-Component Solutions
o SP 1.1 Develop Alternative Solutions and Selection Criteria
o SP 1.2 Select Product Component Solutions
- ·SG 2 Develop the Design
o SP 2.1 Design the Product or Product Component
o SP 2.2 Establish a Technical Data Package
o SP 2.3 Design Interfaces Using Criteria
o SP 2.4 Perform Make, Buy, or Reuse Analysis
- ·SG 3 Implement the Product Design
o SP 3.1 Implement the Design
o SP 3.2 Develop Product Support Documentation
21. Validation (VAL)
- ·SG 1 Prepare for Validation
o SP 1.1 Select Products for Validation
o SP 1.2 Establish the Validation Environment
o SP 1.3 Establish Validation Procedures and Criteria
- ·SG 2 Validate Product or Product Components
o SP 2.1 Perform Validation
o SP 2.2 Analyze Validation Results.
22. Verification (VER)
- ·SG 1 Prepare for Verification
o SP 1.1 Select Work Products for Verification
o SP 1.2 Establish the Verification Environment
o SP 1.3 Establish Verification Procedures and Criteria
- ·SG 2 Perform Peer Reviews
o SP 2.1 Prepare for Peer Reviews
o SP 2.2 Conduct Peer Reviews
o SP 2.3 Analyze Peer Review Data
- ·SG 3 Verify Selected Work Products
o SP 3.1 Perform Verification
o SP 3.2 Analyze Verification Results
How CMMI can be implemented in an organization?
CMMI can be implemented by 2 major approaches
- ·Capability Approach/ Continuous Representation
- ·Maturity Approach / Staged Representation
Capability Approach/Continuous Representation
Focusing on a single process area and improving that process area to a capability level.
Capability level is the measurement used to measure the capability of a process area
Capability level are rated from 0 to 5
In Capability Approach the whole process area is divided into 4 categories
Category | Process Area | |
Process management | Organisational process definition | OPD |
Organisational process focus | OPF | |
Organisational training | OT | |
Organisational process performance | OPP | |
Organizational Performance Management | OPM | |
Project management | Project planning | PP |
Project monitoring and control | PMC | |
Supplier agreement management | SAM | |
Integrated project management | IPM | |
Risk management | RSKM | |
Quantitative project management | QPM | |
Engineering | Requirements management | REQM |
Requirements development | RD | |
Technical solution | TS | |
Product integration | PI | |
Verification | VER | |
Validation | VAL | |
Support | Configuration management | CM |
Process and product quality management | PPQA | |
Measurement and analysis | MA | |
Decision analysis and resolution | DAR | |
Causal analysis and resolution | CAR |
Maturity Approach/Staged Representation
A set of process areas are focused and improving that set of process areas.
Maturity level is the measurement used to measure the maturity of a process area
Maturity level are rated from 1 to 5
Names are given to each maturity level
Maturity level 1- Intial
Maturity level 2 – Managed
Maturity level 3 – Defined
Maturity level 4 – Quantitatively managed
Maturity level 5 – Optimized
In Maturity Approach the whole process area is divided into Maturity levels
Maturity Level 2 – Managed
- ·CM – Configuration Management
- ·MA – Measurement and Analysis
- ·PMC – Project Monitoring and Control
- ·PP – Project Planning
- ·PPQA – Process and Product Quality Assurance
- ·REQM – Requirements Management
- ·SAM – Supplier Agreement Management
Maturity Level 3 – Defined
- ·DAR – Decision Analysis and Resolution
- ·IPM – Integrated Project Management
- ·OPD – Organizational Process Definition
- ·OPF – Organizational Process Focus
- ·OT – Organizational Training
- ·PI – Product Integration
- ·RD – Requirements Development
- ·RSKM – Risk Management
- ·TS – Technical Solution
- ·VAL – Validation
- ·VER – Verification
Maturity Level 4 – Quantitatively Managed
- ·OPP – Organizational Process Performance
- ·QPM – Quantitative Project Management
Maturity Level 5 – Optimizing
- ·Causal Analysis and Resolution (CAR)
- ·Organizational Performance Management (OPM)
Work Products(Documents) in CMMI?
STAGE |
Work Products /Process Assets |
Initiation | Request for Proposal |
Initiation | Proposal/Project Approval |
Planning | KOM /MOM |
Planning | Estimation |
Planning | Project Task Schedule |
Planning | Tailoring Deviation Waiver |
Planning | PP |
[CM Plan, SQA Plan, M and A Plan, UDP,TDP] | |
Planning | Installation Plan |
Planning | Issues and Risk Log (RT) |
Planning | Life Cycle Model |
Planning | RACI |
Planning | Project Schedule-Base lined |
Planning | Training Plan |
Training Details /Feed Back | |
Requirement | Requirement Elicitation Checklist |
Requirement | BRS |
Requirement | SRS |
Requirement | RTM |
Design | DDS |
Design | Use Case Documents |
Design | Reusable Component Checklist |
Design | DAR (Decision Analysis & Resolution) |
STAGE | Work Products /Process Assets |
Testing | Integration Test Plan (ITP ) |
Testing | System Test Plan (STP) |
Testing | Acceptance Test Plan |
Testing | Integration Test Case (ITC ) |
Testing | System Test Case (STC) |
Testing | Bug Report / UAT bugs |
All Phases | Review Reports (RR) |
All Phases | Phase End Check Lists |
All Phases | Lessons Learnt & Best Practices |
All Phases | M&A Plan |
M&A Data | |
M&A Charts | |
All Phases | CAR |
UAT &Release | Internal Release Note Software Release note |
UAT &Release | Project Closure and Sign Off |
UAT &Release | User Manual |
Support | Project Docs Baseline (Back up) |
Support | CR / CCR Note |
CR / CCR Log | |
Support | Impact Analysis |
Support | Support Log |
SQA Plan | SQA Plan |
SQA Audit Findings | |
Audit Reports |
How Auditing is done for Projects?
Auditing is done with the help of one Audit Checklist which covers the whole process areas. Checklist has various question which covers all SP and SG of process area. Rating is done based on the follow up of process for each project. The result rating after auditing is called “Process Compliance Index”. After auditing Audit Findings are updated to the project manager through a tool or via mail. Follow up audit is conducted for closing all the audit findings for the project. Audit can be conducted yearly /half yearly/ quarterly based on the models and status of the project.
Audit Plan is prepared describing on which all projects have to audited in which all dates and all
NC Ageing analysis is a measurement done for checking the variance between actual and planned end date of audit findings
Fishbone analysis is done for checking the root cause of the major audit findings