Capability Maturity Model Integration

Submitted To Dr. Rameez Khalid

Submitted By Aisha Siddiqua M. Saad Iqbal Syed Afaq Ufaq Abdul Samad

02-Feb-14

PART I: BACKGROUND
History
CMM was developed by the SEI at Carnegie Mellon University in Pittsburgh. It has been used extensively for avionics software and government projects, in North America, Europe, Asia, Australia, South America, and Africa. Currently, some government departments require software development contract organization to achieve and operate at a level 3 standards. The Capability Maturity Model was initially funded by military research. The United States Air Force funded a study at the Carnegie-Mellon Software Engineering Institute to create a model (abstract) for the military to use as an objective evaluation of software subcontractors. The result was the Capability Maturity Model, published as Managing the Software Process in 1989. The CMM is no longer supported by the SEI and has been superseded by the more comprehensive Capability Maturity Model Integration (CMMI).[1]

Maturity Model
The Capability Maturity Model (CMMI) is a way to develop and refine an organization's processes. The first CMMI was for the purpose of developing and refining software development processes. A maturity model is a structured collection of elements that describe characteristics of effective processes. A maturity model provides:

a place to start the benefit of a communitys prior experiences a common language and a shared vision a framework for prioritizing actions a way to define what improvement means for your organization

It can be used as a benchmark for assessing different organizations for equivalent comparison. It describes the maturity of the company based upon the project the company is dealing with and the clients.
Maturity Le vels

Process Area 1

Process Area 2

Process Area n

Specific Goals

Generic Goals Common Features

Commitment to Perform Specific Practices

Ability to Perform

Directing Implementation Implementation

Verifying Implementation

Generic Practices

CMMI models are designed to describe discrete levels of process improvement. In the staged representation, maturity levels provide a recommended order for approaching process improvement in stages. As illustrated in Figure 1, maturity levels organize the process areas. Within the process areas are generic and specific goals as well as generic and specific practices. Common features organize generic practices. This representation focuses on best practices your organization can use to improve processes in the process areas that are within the maturity level it chooses to achieve. Before you begin using a CMMI model for improving processes, you must map your processes to CMMI process areas. This mapping enables you to control process improvement in your organization by helping you track your organizations level of conformance to the CMMI model you are using. It is not intended that every CMMI process area maps one to one with your organizations processes. [6]

Development Roadmap of CMMI:

1987 SEI-87-TR-24 (SW-CMM questionnaire), released. 1989 Managing the Software Process, published. 1991 SW-CMM v1.0, released. 1993 SW-CMM v1.1, released. 1997 SW-CMM revisions halted in support for CMMI. 2000 CMMI v1.02, released. 2002 CMMI v1.1, released. 2006 CMMI v1.2, released.

Current State of CMMI:

Although these models have proved useful to many organizations, the use of multiple models has been problematic. Further, applying multiple models that are not integrated within and across an organization is costly in terms of training, appraisals, and improvement activities. The CMM Integration project was formed to sort out the problem of using multiple CMMs. The CMMI Product Team's mission was to combine three source models: 1. 2. 3. 4. The Capability Maturity Model for Software (SW-CMM) v2.0 draft C The Systems Engineering Capability Model (SECM) The Integrated Product Development Capability Maturity Model (IPD-CMM) v0.98 Supplier sourcing

CMMI is the designated successor of the three source models. The SEI has released a policy to sunset the Software CMM and previous versions of the CMMI. The same can be said for the SECM and the IPD-CMM; these models were superseded by CMMI.[2]

Future Direction:
With the release of the CMMI Version 1.2 Product Suite, the existing CMMI has been renamed the CMMI for Development (CMMI-DEV), V1.2. Two other versions are being developed, one for Services, and the other for Acquisitions.

In some cases, CMM can be combined with other methodologies. It is commonly used in conjunction with the ISO 9001 standard, as well as with the computer programming methodologies of Extreme Programming (XP), and Six Sigma.[7]

PART II: GENRAL WORKING OF THE CMMI FRAMEWORK

Maturity Levels Of CMMI:
The maturity level of an organization provides a way to predict the future performance of an organization within a given discipline or set of disciplines. Experience has shown that organizations do their best when they focus their process-improvement efforts on a manageable number of process areas that require increasingly sophisticated effort as the organization improves. A maturity level is a defined evolutionary plateau of process improvement. Each maturity level stabilizes an important part of the organizations processes.[4] In CMMI models with a staged representation, there are five maturity levels, each a layer in the foundation for ongoing process improvement, designated by the numbers 1 through 5: 1. 2. 3. 4. 5. Initial Managed Defined Quantitatively Managed Optimizing

Maturity Level Details Maturity levels consist of a predefined set of process areas. The maturity levels are measured by the achievement of the specific and generic goals that apply to each predefined set of process areas. The following sections describe the characteristics of each maturity level in detail.[5] Maturity Level 1: Initial At maturity level 1, processes are usually ad hoc and chaotic. The organization usually does not provide a stable environment. Success in these organizations depends on the competence and heroics of the people in the organization and not on the use of proven processes. In spite of this ad hoc, chaotic environment, maturity level 1 organizations often produce products and services that work; however, they frequently exceed the budget and schedule of their projects. Maturity level 1 organizations are characterized by a tendency to over commit, abandon processes in the time of crisis, and not be able to repeat their past successes. [5] Maturity Level 2: Managed At maturity level 2, an organization has achieved all the specific and generic goals of the maturity level 2 process areas. In other words, the projects of the organization have ensured that requirements are managed and that processes are planned, performed, measured, and controlled. The process discipline reflected by maturity level 2 helps to ensure that existing practices are retained during times of stress. When these practices are in place, projects are performed and managed according to their documented plans. At maturity level 2, requirements, processes, work products, and services are managed. The status of the work products and the delivery of services are visible to management at defined points (for example, at major milestones and at the completion of major tasks). Commitments are established among relevant stakeholders and are revised as needed. Work products are reviewed with stakeholders and are controlled. The work products and services satisfy their specified requirements, standards, and objectives. [5]

Maturity Level 3: Defined At maturity level 3, an organization has achieved all the specific and generic goals of the process areas assigned to maturity levels 2 and 3. At maturity level 3, processes are well characterized and understood, and are described in standards, procedures, tools, and methods. The organizations set of standard processes, which is the basis for maturity level 3, is established and improved over time. These standard processes are used to establish consistency across the organization. Projects establish their defined processes by tailoring the organizations set of standard processes according to tailoring guidelines. The organizations management establishes process objectives based on the organizations set of standard processes and ensures that these objectives are appropriately addressed. A critical distinction between maturity level 2 and maturity level 3 is the scope of standards, process descriptions, and procedures. At maturity level 2, the standards, process descriptions, and procedures may be quite different in each specific instance of the process (for example, on a particular project). At maturity level 3, the standards, process descriptions, and procedures for a project are tailored from the organizations set of standard processes to suit a particular project or organizational unit. The organizations set of standard processes includes the processes addressed at maturity level 2 and maturity level 3. As a result, the processes that are performed across the organization are consistent except for the differences allowed by the tailoring guidelines. Another critical distinction is that at maturity level 3, processes are typically described in more detail and more rigorously than at maturity level 2. At maturity level 3, processes are managed more proactively using an understanding of the interrelationships of the process activities and detailed measures of the process, its work products, and its services. [5] Maturity Level 4: Quantitatively Managed At maturity level 4, an organization has achieved all the specific goals of the process areas assigned to maturity levels 2, 3, and 4 and the generic goals assigned to maturity levels 2 and 3. Sub-processes are selected that significantly contribute to overall process performance. These selected sub-processes are controlled using statistical and other quantitative techniques. Quantitative objectives for quality and process performance are established and used as criteria in managing processes. Quantitative objectives are based on the needs of the customer, end users, organization, and process implementers. Quality and process performance are understood in statistical terms and are managed throughout the life of the processes. For these processes, detailed measures of process performance are collected and statistically analyzed. Special causes of process variation1 are identified and, where appropriate, the sources of special causes are corrected to prevent future occurrences. Quality and process performance measures are incorporated into th e organizations measurement repository to support fact-based decision making in the future. A critical distinction between maturity level 3 and maturity level 4 is the predictability of process performance. At maturity level 4, the performance of processes is controlled using statistical and other quantitative techniques, and is quantitatively predictable. At maturity level 3, processes are only qualitatively predictable. [5] Maturity Level 5: Optimizing

At maturity level 5, an organization has achieved all the specific goals of the process areas assigned to maturity levels 2, 3, 4, and 5 and the generic goals assigned to maturity levels 2 and 3. Processes are continually improved based on a quantitative understanding of the common causes of variation 2 inherent in processes. Maturity level 5 focuses on continually improving process performance through both incremental and innovative technological improvements. Quantitative process-improvement objectives for the organization are established, continually revised to reflect changing business objectives, and used as criteria in managing process improvement. The effects of deployed process improvements are measured and evaluated against the quantitative process-improvement objectives. Both the defined processes and the organizations set of standard processes are targets of measurable improvement activities. Process improvements to address common causes of process variation and measurably improve the organizations processes are identified, evaluated, and deployed. Improvements are selected based on a quantitative understanding of their expected contribution to achieving the organizations process improvement objectives versus the cost and impact to the organization. The performance of the organizations processes is continually improved. Optimizing processes that are agile and innovative depends on the participation of an empowered workforce aligned with the business values and objectives of the organization. The organizations ability to rapidly respond to changes and opportunities is enhanced by finding ways to accelerate and share learning. Improvement of the processes is inherently part of everybodys role, resulting in a cycle of continual improvement. A critical distinction between maturity level 4 and maturity level 5 is the type of process variation addressed. At maturity level 4, processes are concerned with addressing special causes of process variation and providing statistical predictability of the results. Though processes may produce predictable results, the results may be insufficient to achieve the established objectives. At maturity level 5, processes are concerned with addressing common causes of process variation and changing the process (that is, shifting the mean of the process performance) to improve process performance (while maintaining statistical predictability) to achieve the established quantitative process-improvement objectives. [5] Advancing Through Maturity Levels Organizations can achieve progressive improvements in their organizational maturity by first achieving stability at the project level and continuing to the most advanced-level, organization-wide continuous process improvement, using both quantitative and qualitative data to make decisions. Since organizational maturity describes the range of expected results that can be achieved by an organization, it is one means of predicting the most likely outcomes from the next project the organization undertakes. For instance, at maturity level 2, the organization has been elevated from ad hoc to discipline by establishing sound project management. As your organization achieves the generic and specific goals for the set of process areas in a maturity level, you are increasing your organizational maturity and reaping the benefits of process improvement.[7]

CMMI Appraisal:
In order to estimate the CMMI maturity level of the organization or to gauge an organizations compliance with CMMI defined practices CMMI Assessment (also known as CMMI Appraisals) are conducted. CMMI Appraisals are used to assess compliance and gauge the success of Specific Practices (SPs) of Process Areas (PAs) as indicated in CMMI Process Model Framework.

The Appraisals are conducted under the supervision of an SEI Certified Assessor, who is also recognized as Lead Appraiser or High Maturity Lead Appraiser subject to the maturity level of the organization to be assessed i.e. Low Maturity (2 and 3) or High Maturity (i.e. 4 and 5). Following guidelines have been standardized by the SEI for conducting appraisals: 1. Appraisal Requirements for CMMI (ARC) Document: ARC document provide information on the Appraisal Requirements. 2. Standard CMMI Appraisal Method for Process Improvement (SCAMPI) Method Definition Document: SCAMPI MDD Document provides information on the CMMI Appraisal Methodology. [8]

SCAMPI Appraisals Classes SEI has developed the three classes for Appraisal based on the formalism required in the Appraisal and the objective of the sponsor for the appraisal. These classes are: 1. SCAMPI A 2. SCAMPI B 3. SCAMPI C SCAMPI A Appraisal is the most formal and rigorous and results in a Maturity Level Rating for the Appraisal conducted for an organization. It can provide the following results: A maturity level rating or Capability Level ratings Findings that describe the strengths and weaknesses of your organiz ations process relative to the CMMI Consensus regarding the organizations key process issues An appraisal database that the organization can continue to use to monitor process improvement progress and to support future appraisals.

SCAMPI B Appraisal is the less formal, less rigorous method than SCAMPI A and does not result in a Maturity Level Rating for the Appraisal. It is conducted to gain the following: Detailed findings that describe the strengths and weaknesses of your organizations p rocess relative to the CMMI. Practice characterizations indicating the likelihood that the examined practices would satisfy the goals and meet the intent of the CMMI. Consensus regarding the organizations key process issues A FIDO Database that the organization can continue to use to monitor process improvement progress and to support future appraisals.

SCAMPI C Appraisal is the least formal method compared to SCAMPI A and B Appraisals and also does not provide a Maturity Level Rating for Appraisal. SCAMPI C appraisals are often performed for reasons such as: a quick gap analysis of an organizations process relative to the CMMI the adequacy of a new process before it is implemented the implementation of a process

an organizations readiness for a SCAMPI A the selection of a supplier[8]

Baseline Assessment In cases where there is a requirement to create an primary process baseline usually, when an organization has a low maturity process or is introducing a process improvement program a Baseline Assessment is often the most economical and efficient approach. Baseline Assessments measures the processes of an organization relative to the CMMI and provide a comprehensive groundwork for process improvement planning.[9] As the appraisal class moves, from Baseline Assessment to SACMPI C and finally to Scampi A, the scope of process becomes more focused and in depth. [8]

Some major characteristics of the appraisal classes are given below: [9] Characteristic Amount of objective evidence Ratings generated Resource needs Team size Class A High Yes High Large Class B Medium No Medium Medium Class C Low No Low Small

PART III: COMPARISON OF CMMI WITH OTHER MODELS

PART IV: APPLICATION OF CMMI ON AKUH

For the purpose of the assignment we have taken Agha Khan University and Hospital (AKUH), as our subject organization. Based on the information available and due to restriction on access to documents, we are limiting our scope to a single department of the organization; namely Facilities Management Division. Though only SCAMPI A results in generation of rating of level of maturity, and it requires in objective evidence, we for this assignment are basing our assessment on limited amount of information available to us.

Organogram:

FACILTIES MANAGEMENT DIVISION

CAPITAL PROJECTS MAINTAIN ENCE

PROJECT MANAGER
CONSTRUCTION MANAGER
MECHANICAL &PLUMBING MANAGER ELECTRICAL MANAGER

PLANNING ENGINEER

SITE ARCHITECT

SITE ENGINEERS

QUANTITY SURVEYOR

Process Areas
1. WORK MONITORING & CONTROL 1.1. Monitor actual values of planning parameters against the work plan Projects Actual Progress is monitored against base plan. The activities are updated in the schedule against base line. 1.2. Monitor commitments against those identified in work plan The ETAs (expected time of arrival) committed by Purchase department are kept track of. 1.3. Monitor risks against those identified in work plan The challenges and risks (stoppages due to noise, law and order situation, etc) are given dueweight. 1.4. Monitor management of data against work plan

 Contract NTPS, contractors performance bond, equipment O&M manuals are maintained. 1.5. Monitor stakeholder involvement against the plan End User approval on design, 1-2 months project commission phase, and post-occupancy survey are built into schedule. 1.6. Review accomplishments and results at selected milestones Monthly progress bulletin with S-curve are issued. 2. INCIDENT RESOLUTION & MANAGEMENT: 2.1. Establish an approach to incident resolution & prevention: The criteria of incident determine the level of urgency to resolve. It also defines ways to inform the end users who may be affected by reported incident. 2.2. Establish an incident management system for tracking incident information: An incident reporting form has to be filled in which all obvious causes are identified. 2.3. The Individual incidents are identified, controlled and addressed Actions which are needed to address the incident and prevent it from happening in future are listed. Incidents are managed till closure. 2.4. Causes and impacts of selected incidents are analyzed and addressed. Document causes of incidents and causal analysis activities 2.5. Incident preventions efforts are brought to lime light. Any due diligence which prevented incident from happening is brought to attention and sets best practices. 3. Supplier Agreement Management 3.1. Determine the type of acquisition for each product or product component to be acquired Quotation is reviewed by site engineer as well as by maintenance engineer 3.2. Select suppliers based on an evaluation of their ability to meet the specified requirements and established criteria. Suppliers facilities visits Supplier past performance evaluation 3.3. Establish and maintain formal agreements with the supplier. Long term value agreements for standardized items like tiles, door hardware 3.4. Agreements with suppliers are satisfied by both the work group and the supplier. Internal evaluation is sent to supplier. 3.5. Ensure that the supplier agreement is satisfied before accepting the acquired product. Confirm that the nontechnical commitments associated with the acquired products are satisfied like lab tests, EPA certification etc. 3.6. Ensure the transition of acquired products from the supplier. Descriptions of how ongoing support obligations, such as warranties and licenses, will be satisfied Transition plans, training reports, support and maintenance reports are acquired.

4. Organizational Training 4.1. A training capability, which supports the roles in the organization, is established and maintained. 4.2. Establish and maintain the strategic training needs of the organization. 4.3. Determine which training needs are the responsibilities of the organization and which are left to the individual work group or support group. 4.4. Establish and maintain an organizational training tactical plan. 4.5. Training for individuals to perform their roles effectively is provided. 4.6. Establish and maintain records of the organizational training. 4.7. Assess the effectiveness of the organization's training program.

MATURITY LEVEL OF FACILTIES MANAGEMENT DIVISION AT AKUH: From our analysis of core processes, we put AKUHs Facilities Management Division at maturity level 2.

References:
1. http://en.wikipedia.org/wiki/Capability_Maturity_Model_Integration 2. cmmiinstitute.com/ 3. www.broadswordsolutions.com/what-is-cmmi 4. http://www.selectbs.com/process-maturity/what-is-capability-maturity-model-integration 5. http://www.scribd.com/doc/87829591/02tr029-CMMI-SW-Staged-Representation 6. http://www.scribd.com/doc/23422190/Capability-Maturity-Model-Integration 7. http://www.sei.cmu.edu/cmmi/ 8. http://plays-in-business.com/2011/03/scampi-%E2%80%94-standard-cmmi-appraisal-method-forprocess-improvement/?lang=en 9. http://cmmiinstitute.com/resource/standard-cmmi-appraisal-method-process-improvementscampi-b-c-version-1-3a-method-definition-document/