Quality Concepts within CMM and PMI : Quality Concepts within CMM and PMI G.C.Reddy
www.gcreddy.net
Agenda : Agenda An overview of CMM
An introduction to PMBOK
Malcolm Baldrige and ISO 9000
How do they fit together?
What is CMM? : What is CMM? Capability Maturity Model
Developed by the software community in 1986 with leadership from the SEI.
Has become a de facto standard for assessing and improving processes related to software development
Has evolved into a process maturity framework
Provides guidance for measuring software process maturity
Helps establish process improvement programs
What makes up the CMM? : What makes up the CMM? The CMM is organized into five maturity levels:
Initial
Repeatable
Defined
Manageable
Optimizing
Except for Level 1, each maturity level decomposes into several key process areas that indicate the areas an organization should focus on to improve its software process.
Slide 5 : 5 - Optimizing 4 - Managed 3- Defined 2 - Repeatable 1 - Initial Disciplined
process Standard,
Consistent
process Predictable
process Continuously
Improving
process
Level 2 - Repeatable : Level 2 - Repeatable Key practice areas
Requirements management
Software project planning
Software project tracking & oversight
Software subcontract management
Software quality assurance
Software configuration management
Level 3 - Defined : Level 3 - Defined Key practice areas
Organization process focus
Organization process definition
Training program
Integrated software management
Software product engineering
Intergroup coordination
Peer reviews
Level 4 - Manageable : Level 4 - Manageable Key practice areas
Quantitative Process Management
Software Quality Management
Level 5 - Optimizing : Level 5 - Optimizing Key practice areas
Defect prevention
Technology change management
Process change management
Interesting CMM Facts : Interesting CMM Facts The number of companies using CMM to assess their software management practices more than doubles every five years (since 1987).
Software Quality Assurance is the biggest obstacle for organizations trying to move from level 1 to level 2.
Organization Process Definition is one of the biggest obstacles for organization trying to move from level 2 to level 3.
On average, it takes an organization:
25 months to move from level 1 to 2
22 months to move from level 2 to 3
36.5 months to move from level 3 to 4
More interesting facts… : More interesting facts… Only 1.2% of companies engaged in CMM have IT departments with over 2000 employees. Of these large companies, 40% are at CMM levels 3, 4 or 5.
About 80% of companies engaged in CMM have IT departments with less than over 300 employees. Oh these smaller companies, 21% are at CMM levels 3, 4, or 5.
About a third of companies engaged in CMM are located overseas (primarily India), and are 3 times more likely to reach CMM level 4 or 5 than US organizations.
Only about 23% of organizations surveyed eventually move from level 2 to level 3 or higher.
What is PMBOK : What is PMBOK Project Management Book of Knowledge
A virtual collection of processes and knowledge areas generally accepted as best practices within Project Management
A internationally recognized standard (IEEE Std1490-1998)
Provides the fundamentals of project management, irrespective of the type of project (software, construction, environmental, aerospace, etc.)
Recognizes 5 basic process groups and 9 knowledge areas typical of almost all projects
Basic concepts applicable to all projects and programs (and operations)
Slide 13 : Initiating
Processes Planning
Processes Controlling
Processes Executing
Processes Closing
Processes Project Management Process Groups
PM Process Groups : PM Process Groups Processes overlap and interact throughout a project or phase
Processes described in terms of:
Inputs (docs,plans, designs, etc)
Tools & Techniques (mechanisms applied to inputs)
Outputs (docs, products, etc.)
Slide 15 : Project
Communications
Management Project
Cost
Management Project
Integration
Management Project
Risk
Management Project
Quality
Management Project
Scope
Management Project
Procurement
Management Project
Human Resources
Management Project
Time
Management PM Knowledge Areas
PM Knowledge Areas : PM Knowledge Areas Each knowledge area contains some or all of the PM processes
For example, Project Procurement Management includes:
Procurement planning processes
Procurement administration (controlling) processes
Procurement close-out processes
Project Quality Management : Project Quality Management “all activities of the overall management function that determines the quality policy, objectives and responsibilities…”
“implements them by means such as quality planning, quality control, quality assurance, and quality improvement, within the quality system”
Sections of ISO 9000 : Sections of ISO 9000 Management responsibility
Quality System
Contract Review
Design Control
Doc/Data control
Purchasing
Control of customer supplied product
Product ID & traceability
Process Control
Inspection & testing
Control of inspections Inspection & Test Status
Control of Nonconforming Product
Corrective & Preventive Action
Handling, Storage, Packaging, Delivery
Control of quality records
Internal Quality Audits
Training
Servicing
Statistical Techniques
ISO vs CMM : ISO vs CMM CMM and the ISO 9000 series of standards share common concerns with quality and process management.
CMM emphasizes continuous improvement
ISO deals with minimum criteria of quality systems
An ISO 9001-compliant organization would not necessarily satisfy all of the CMM level 2 key process areas (it would satisfy most of the level 2 goals and many level 3 goals.
Some key practices in CMM that are not addressed in ISO 9000, it is possible for a level 1 organization to receive 9001 registration; similarly, there are areas addressed by ISO 9001 that are not addressed in the CMM.
A level 3 organization would have little difficulty in obtaining ISO 9001 certification
ISO and Baldrige : ISO and Baldrige ISO is viewed as a subset of Baldrige
Most areas covered in ISO are addressed in “Category 6.0: Process Management”
ISO is prescriptive about systems & docs; Baldrige is less specific
Compare & Contrast : Compare & Contrast CMM - an effective framework for:
modeling, defining, and assessing the maturity of the software processes used within projects, programs and operations (business unit or enterprise)
identifying the key practices that are required to increase the maturity of these processes.
Baldrige - an effective framework for:
implementing & assessing the maturity of all processes used within operations (business unit or enterprise).
ISO 9000 – an effective framework for:
Assessing the minimum requirements and processes for a quality management system
PMBOK – an effective framework for:
modeling, defining and measuring the performance of processes used for projects, programs and operations.
Comparison : Comparison
Summary : Summary CMM and PMBOK compliment each other
CMM and Baldrige are similar in objectives, but Baldrige is more encompassing.
CMM and ISO differ in their emphasis on quality improvement.
Future Developments : Future Developments OPM3 – Organizational Project Management Maturity Model – a project underway by PMI
ISO 15504
deals with software process assessment, may effect the future development of CMM
Generates 9 process attributes, grouped into 6 capability levels