Security Level: Introduction to CMMI 27/ 11/ 2017

Security Level: Introduction to CMMI 27/ 11/ 2017

Security Level: Introduction to CMMI 27/ 11/ 2017 Huawei Trkiye ArGe Merkezi Yasemin Yiit Kuru, [email protected] Deniz Gungor, [email protected] Introduction to CMMI CMMI (Capability Maturity Model Integration) is a proven industry framewor k to improve product quality and development efficiency for both hardware and software

CMMI is an acronym for Capability Maturity Model Integration. Sponsored by US Department of Defence in cooperation with Carnegie Mellon University and the Software Engineering Institute (SEI) 2 What is CMMI? Approach used by organizations TO IMPROVE. CMMI is a collection of BEST PRACTICES. Over 100 organizations formally assisted in its development, includ ing NASA, Motorola, Ericcson The CMMI describes WHAT to do, not HOW to do it. Organizations need to determine How to apply the best practices of th e CMMI to how the organization works in order to improve how stuff g ets done. There is a wide range of freedom in how an organization decides to e mbrace the CMMI. You can

Go slow or fast Choose the areas you need to focus on Choose the appraisal mode you are comfortable with (SCAMPI - A ,B,C, High Maturity) 3 CMMI History Characterizing the Software Process: A Maturity Framework Managing the Software Process Watts Humprey

Watts Humphrey, IEEE Software 1987 1989 1990 Key Practices of the Capability Maturity Model for Software v1.0 Key Practices of the Capability Maturity Model for Software v1.1

Weber, et al., CMU/SEI-91-TR-25 Paulk, et al., CMU/SEI-93-TR-25 1991 1993 Software Process Assessment method commercialized Software Capability Evaluation

published 1995 System Engineering CMM published (EIA 731) Key Practices of the Capability Maturity Model for Software v1.1 Book Form 1996

CMM-Based Appraisal method published 2000 2002 2006 2010 CMMI V1.0 CMMI V1.1 CMMI V1.2

CMMI V1.3 SW-CMM V2 release delayed for CMMI effort Acquisition CMM published 4 Value of Mature Capabilities Objective: Improve Processes To Develop Better Product

5 Value of Mature Capabilities 6 Advantages and Disadvantages Advantages of CMMI 1. Culture for maintaining Quality in projects starts in the mind of the junior programmers to the senior programmers and project managers 2. Centralized QMS for implementation in projects to ensure uniformity in the documentation which means less learning cycle for new resources, better management of project status and health 3. Incorporation of Software Engineering Best Practices in the Organizations as described in CMMI Model 4. Cost saving in terms of lesser effort due to less defects and less rework 5. This also results in increased Productivity 6. On-Time Deliveries 7. Increased Customer Satisfaction

8. Overall increased Return on Investment Disadvantages of CMMI 9. CMMI-DEV is may not be suitable for every organization. 10.It may add overhead in terms of documentation. 11.May require additional resources and knowledge required in smaller organizations to initiate CMMIbased process improvement. 12.May require a considerable amount of time and effort for implementation. 13.Require a major shift in organizational culture and attitude. 7 How can CMMI help? CMMI provides a way to focus and manage hardw are and software development from product inceptio n through deployment and maintenance.

Behavioral changes are needed at both managem ent and staff levels. Examples: Increased personal accountability Tighter links between Product Management, Dev elopment, etc. Initially a lot of investment required but, if properl y managed, we will be more efficient and productive while turning out products with consistently higher qu ality. 8 Video: CMMI Capabilities 9

Where is CMMi? Malcolm Balridge Award, Demings Prize, World Class Quality nt ro l EFQM Assessments d at ks s e c al Ch terv in

Balanced Scorecard s tin uo u Co n Process/ Project Metrics Processes

CMMI Assessments d ne efi Quality Metrics co Business ISO9001 Audit Projects

Project/ Risk Audit Quality Management Levels 10 CMMI Models within the Framework CMMI for Development (CMMI-DEV), v1.3 was released in November 2010. It addresses product and service development processes. CMMI for Acquisition (CMMI-ACQ), v1.3 was released in November 2010. It addresses supply chain management, acquisition, and outsourcing processes in government and industry. CMMI for Services (CMMI-SVC), v1.3 was released in November 2010. It addresses guidance for delivering services within an organization and to external customers. 11 Value of Processes !

Source: SEI 12 Value of Processes ! Source: SEI 13 Value of Processes ! Source: SEI 14 Value of Processes !

Source: SEI 15 16 CMMI Staged Representation - 5 Maturity Levels Level 5 Optimizing Pr oc e ss M at

ur ity Level 4 Quantitatively Managed Level 3 Defined Level 2 Managed Level 1 Initial Process performance continually improved through

incremental and innovative technological improvements. Processes are controlled using statistical and other quantitative techniques. Processes are well characterized and understood. Processes, standards, procedures, tools, etc. are defined at the organizational (Organization X ) level. Proactive. Processes are planned, documented, performed, monitored, and controlled at the project level. Often reactive. Processes are unpredictable, poorly controlled, reactive. 17

Key Differences btw Levels Organizational Continuous Improvement & Performance Management Statistical Analysis & Advanced Project Management with Prediction Organizational Project Management & Quality Management System Basic Project Management at Project level No defined process! 18 Staged & Continuous Representation of CMMI Process Areas

19 CMMI Infrastructure 20 Example For the Requirements Management Process Area: An example Goal (required): Manage Requirements An example Practice to support the Goal (required): Maintain bi-directional traceability of requirements Examples (suggested, but not required) of typical Work Prod ucts might be Requirements traceability matrix or Requirements tracking system 21

Generic Goals 22 CMMI Appraisal SCAMPI : Standard CMMI Appraisal Method for Process Improvement SCAMPI appraisals are used to identify strengths and weaknesses of current processes, reveal development/acquisition risks, and determine capability and maturity level ratings. SCAMPI A is the most rigorous method and the only one that can result in a rating SCAMPI B is less formal and requires fewer activities than a SCAMPI A. It helps an organization to understand its progress SCAMPI C is shorter, more flexible, and costs less than SCAMPI A and B appraisals. It is used to provide a quick

gap analysis between the organizations processes and CMMI practices. 23 Huawei CMMI L3&L5 Certification Plan SN 1 CMMI L3 Milestones Training & Exam 2 SDU Adaptation

3 QMS V2 Release 4 Implementation and Review 5 6 Pre Appraisal Final Appraisal Standards SDU Training & Exam All SDUs can customize the PHB &

Lifecycle based on HTRDC QMS, and the adaptation must be approved by DC Director and HTRDC EPG. After pilot and updating, QMS will be Officially released in Huawei PDMC 1st Implementation Reviews (Offline) 1st Implementation Reviews (Onsite) 2st Implementation Reviews (Offline) 2st Implementation Reviews (Onsite) 3st Implementation Reviews (Offline) 3st Implementation Reviews (Onsite) Pre Appraisal - Scampi B/C Final Appraisal (SCAMPI-A) Deadline 2014/4/15 Owner

EPG 2014/3/31 LM & QA 2014/4/15 EPG 2014/3/31 2014/4/15 2014/5/30 2014/6/15 2014/7/30 2014/8/15 2014/9/15 2014/10/15

LM & QA QAI CMMI L5 24 Huawei Motivation for CMMI Benefits of adopting CMMI: Enable Improved Quality & Efficiency of the deliverables Better Planning & Quantitatively Managing the Projects. Enabling understa nding the current capabilities and leading to Factual based decisions. E2E visibility of Software Development Practices among the stakeholders Ensure Consistency in the Development Practices and Sharing Best Practi ces and Lessons Learnt at Organizational Level

Showcase our practices to customers with proven cases and creating confi dence. Pioneer in adapting CMMi and Agile Practices and demonstrate HTRDC M aturity. To assure service delivery requirements (schedule, quality & efficiency) of c ustomers Establish competitiveness in the market place 25 CMMI & Agile Friends or Foes ? 26 Agile development How many of you are familiar with it? 27

Agile is Set of Values Individuals and interactions | Processes and tools Working software | Comprehensive documentation Customer collaboration | Contract negotiation Responding to change | Following a plan http://www.agilemanifesto.org 28 12 Agile Principles 29 30

CMMI & Agile: Some Myths CMMI is command and Control (Agile is self organizing) CMMI is a heavy weight process (Agile is light / No process) CMMI is a rigid model (Agile is flexible/No model) CMMI is Process Oriented and Agile is People Oriented CMMI expects lots of documents (Agile does not require/produce any document) CMMI is for big projects and Agile is for small projects CMMI and Agile are at odds with each other There is little or no planning in Agile Agile teams have free run No control You need very experienced team for Agile 31 Addressing to misconceptions CMMI

CMMI Heavyweight Process Plan Driven (Not flexible) Focus on Process and Specification Agile Unstructured and unmeasured No defined organizational standard Success relies on people (high

risk) Less control (Less measurement) Suitable ONLY for SMALL Heavyweight process/copious documentation not required Waterfall not required: Flexible, iterative processes can be applied Focus is delivery of results through formal, measured process Agile Velocity, Burndown Charts, Parking Lot Charts, Delivery Scrum/FDD well defined Success relies on people and process Measured and focused

Proven to work across a range of project sizes 32 CMMI and Scrum Productivity Gains Systematic is able to deliver on schedule, cost and quality using 69% effort compared to a CMMI L1. CMMI Level 5 is key to obtaining large contracts It gives high predictability and betterengineered product for scalability, maintainability, adaptability, and reliability.

33 Thank You. Copyright2016 Huawei Technologies Co., Ltd. All Rights Reserved. The information in this document may contain predictive statements including, without limitation, statements regarding the future financial and operating results, future product portfolio, new technology, etc. There are a number of factors that could cause actual results and developments to differ materially from those expressed or implied in the predictive statements. Therefore, such information is provided for reference purpose only and constitutes neither an offer nor an acceptance. Huawei may change the information at any time without notice. 35 QUIZ

1-Please write the comparison of the CMMI and Agil e. (max.3 items) 2-What are the differences between CMMI Maturity and High Maturity? 3- Agile does not require/produce any document True / False 4- There is little or no planning in Agile True/False 36

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