流程与流程改善cmmi的基本认知.ppt

第一章 CMMI Overview,南台科技大學 資管系,Table of Contents,流程與流程改善 CMMI 的基本認知 CMMI 的誤解 台灣現況與建議 Q&A,流程與流程改善,What Is a Process?,A process (流程 or 過程) is a set of practices ( or a sequence of actions) performed for a given purpose. Integrating people, procedures & methods, and tools together. Example?,Defining a Process,A mature process is documented with process notations, e.g., data flow diagrams, activity diagrams, check lists, flowchart. Activity details: Purpose, participants, inputs, entry criteria, work products, outputs, exit criteria, performance measure, sub-practices, and work items.,What Is a Software Process?,A software process is a set of activities, methods, practices, tools, and transformations that people employ to develop and maintain software. The associated products include project plans, design documents, code, test cases, user manuals, ,What Is a Process Model?,A process model is a common set of process requirements, capturing best practices, practical knowledge to guide priorities. a structured collection of elements that describe characteristics of effective processes. A process model is used as a guide to modify or create processes using practices that have been proven to increase process capability. to assess process capability for two purposes: Establish a baseline for improvement. Measure progress as improvement activities proceed.,Modeling the Software Process,Decomposing the software process, it can be viewed as a set of defect injection and defect removal activities.,Defect Estimating,Benefits of Process Improvement,Process improvement is aimed at increasing the capability of work processes. Process capability: the inherent ability of a process to produce planned results. As process capability increases, it becomes predictable and measurable. major causes of poor quality and productivity are controlled or eliminated.,Model-Based Process Improvement,Process improvement (流程改善) cycle Management commitment and an assessment. The findings from assessment to feed action plans. Plans complete, perform further assessments. The cycle continue.,A Process Improvement Approach by SEI: IDEAL Model,Initiating,Diagnosing,Establishing,Acting,Learning,Propose Future Actions,Analyze and Validate,Pilot/Test Solution Create Solution,Develop Approach,Set Priorities,Develop Recommendations,Characterize Current and Desired States,Charter Infrastructure,Build Sponsorship,Stimulus for Change,Set Context,Implement Solution Refine Solution,Plan Actions,A Process Improvement Approach by SEI: IDEAL Model (2),Initiating Set context, Build sponsorship, charter infrastructure Diagnosing Characterize current & desired states, Develop recommendations Establishing Set priorities, Develop approach, Plan actions Acting Create solution, Pilot/test solution, Refine solution, Implement solution Learning Analyze and validate, propose future actions,CMMI 基本的認知,CMM 和 CMMI 的演進,Carnegie Mellon University USA DOD Supported Software Engineering Institute (SEI) 1987 First CMM (Capability Maturity Model) published as a technical report 1989 Book on the software maturity framework published 1991 CMM V. 1.0 for software published 1993/1994 CMM V. 1.1 for software published PSP (Personal Software Process) developed by the SEI 1995 New specialized CMM published by the SEI , including CMMs for software acquisition (SA-CMM), system engineering (SE-CMM), integrated product development (IPD-CMM) and human resource management (People-CMM),CMM 和 CMMI 的演進 (2),1996 TSP (Team Software Process) developed by the SEI 1997 New Quality Standards continue to emerge, such as EIA/IS 731, CMMI (Capability Maturity Model Integration) project by the USA DOD. 12/2000 CMMI V. 1.02 Published (Translation of Chinese Version by III 資策會) 12/2001 CMMI V. 1.1Pulblished 2003 The SEI has announced - SEI will discontinue any support of CMM after December 2005.,A Proliferation of Models and Standards,CMMI的發展,Sponsored by the US Department of Defense (DOD) and National Defense Industrial Association (NDIA) Collaborative endeavor, over 100 people involved from Software Engineering Institute (SEI) Government Industry,The Three Source Models in CMMI,Numbers of Process Areas,Four Disciplines of CMMI,CMMI-SW/SE/IPPD/SS includes four disciplines: Bodies of knowledge System engineering Software engineering Integrated product and process development Supplier sourcing,Four Disciplines of CMMI (2),System engineering focus on transforming customers needs, expectations, and constraints into products and supporting these products through their life. Software engineering focus on applying systematic, disciplined and quantifiable approaches to the development, operations, and maintenance of software.,Four Disciplines of CMMI (3),Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customers needs, expectations, and requirements. Must select one or more disciplines in addition to IPPD. Supplier Sourcing covers the acquisition of products from suppliers. Must select one or more disciplines in addition to SS.,CMMI 模式的表述,CMMI 提供兩種流程改善的方法 組織成熟(maturity)方法: Staged representation (階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level. 流程能力(capability)方法: Continuous Representation (連續式表述) uses capability levels to characterize improvement relative to an individual process area.,CMMI 模式的表述 (2),Staged representation (階段式表述 ) : ML 1. Initial ML 2. Managed ML 3. Defined ML 4. Quantitatively Managed ML 5. Optimizing Continuous representation (連續式表述) : CL 0. Incomplete CL 1. Performed CL 2. Managed CL 3. Defined CL 4. Quantitatively Managed CL 5. Optimizing.,ML: Maturity Level,Capability Level,模式表述的比較,PA,PA,連續式,階段式,ML 1,ML2,ML3,ML4,ML5,Capability,0 1 2 3 4 5,Organization,Process,PA,Maturity,階段式改善層級,初始層,(1),管理層,(2),定義層,(3),量化管理層,(4),最佳化層,(5),訓練,流程,標準,一致,流程,可預測的,流程,連續,改善,流程,(performed),(planned and tracked),(standard),(measured),未執行 (0),1 初始層,Staged Organization of 25 PAs,Level,Focus,CMMI Maturity Levels,階段式表述的Model Components,連續式表述的Model Components,CMMI 評鑑的方法,ARC, V1.0 Appraisal Requirements for CMMI Version 1.0 SCAMPI Method Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD),CMMI 評鑑方法等級,評鑑目的,為確認目前的實力和改善的機會。 建立組織目前存在的基線(Baseline)。 確認目前階段與目的階段之間狀況的差距。 評鑑結果可做為流程改善活動的需求。,評鑑原則,使用 SACMPI reference model for CMMI。 使用一個正式的評鑑流程。 以高階主管作為評鑑發起人。 Focus the appraisal on the sponsors business goals. Observe strict confidentiality and non-attribution of data. Focus actions and decisions from appraisal results.,執行方法實施的評鑑 Appraisal of Practice Implementation,三種指標類型 直接成果 (Direct Artifacts) 間接成果 (Indirect Artifacts) 證實 (Affirmations),指標一：直接成果,指標二：間接成果,指標三：證實,Organization Size,Number of CMMI Appraisal by Country,March 2005 Taiwan 13 China 34 Japan 77 India 70 USA 280 United Kingdom 25 Korea - 23,September 2005 Taiwan 18 China 62 Japan 100 India 104 USA 365 United Kingdom 29 Korea - 30,Move to the Higher Level,For organizations that began their CMM-based SPI effort in 1992 or later, the median time to move from: maturity level 1 to 2 is 22 months maturity level 2 to 3 is 19 months maturity level 3 to 4 is 25 months maturity level 4 to 5 is 13 months,CMMI 的誤解,CMMI 的誤解,1. Creativity vs. Process Creativity is one of the important themes for National scale projects. One common misperception is that process is somehow the enemy of creativity. This is wrong. Process is not the opposite of creativity; it is the opposite of chaos. Process creates discipline and repeatability by putting individual activities into a precise framework. When organizations have process perspective, they can focus their creativity where it belongs in the content of their work rather than on the structure of their work.,CMMI 的誤解 (2),2. Moving from ML 1 to ML 3 - Skip ML 2 At level 2, the focus is on projects. At level 3, two additional generic practices are implemented by level 2 process area GP3.1 Establish a Defined process GP3.2 Collect Improvement Information At level 3, the emphasis shifts to the organization. Best practices are gathered by MA (a long period) across the organization (ML 2). Processes are tailored as appropriate. Engineering (RD, TS, PI, VER, VAL), Infrastructure (OPF, OPD, OT), Project (RSKM, IPM), Support (DAR) The organization supports the projects by establishing: Common processes -Common processes does not necessarily mean one process. (Menu of Processes) Common measurements Training,CMMI 的誤解 (3),3. Moving from ML 3 to ML 5 - Skip ML 4 ML4: Organizational Process Performance (OPP) and Quantitative Project Management (QPM) GG 4: Institutionalize a Quantitatively Managed Process GP 4.1: Establish Quantitative Objectives for the Process. GP 4.2: Stabilize Subprocess Performance. The process Performance Baselines include: Individual process elements (ex. Rest-case inspection element, ML 2 and ML 3 ) Sequence of connected processes Processes that cover the entire life of the project (Req. Management) Process for developing individual work products,CMMI 的誤解 (4),4. CMMI for ODM/OEM (e.g., India) Japan is the Model Better Quality, International Business,. 5. Small Organization CMMI fits in the Small Organization Tailoring Collaboration of Companies See SEI Report Organization Size,6. CMMI Appraisals Status Misconception,Branch Achieved CMMI ML 2 Only,Announce: The Whole Company Achieved CMMI ML 2.,CMMI 的誤解 (5),organization,7. SCAMPI Practices Implementation Indicator (PII) e.g., Affirmations It is not answers to a pre-defined questions. How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions. CMMI Practices,CMMI 的誤解 (6),CMMI 的誤解 (7),8. Tools vs. 通過 CMMI 評鑑 Collect “process requirements” for support tools and investigate possible short-term and long-term tool solutions. 工具是配合各流程使用，僅是輔助工作，流程的制定、產品開發設計能力的培養更為重要。 Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑。,For More Information about CMMI,SEI CMMI Web site /cmmi System Engineering Web Site /,台灣現況與建議,台灣資訊產業特性,我國資訊國力 硬體強 軟體差 【聯合新聞網 記者祁安國報導】 IDC昨日公布今年最新的全球資訊社會指標 (Information Society Index)，我國在全球排名第20，但在亞太地區不如香港、新加坡、韓國，我國號稱是資訊大國，可是這次公布的排行榜，透露出台灣只靠硬、欠缺軟，資訊教育和普及率在亞洲四小龍中敬陪末座。,台灣資訊產業特性 (2),Small Companies NO CM, QA, M&A, Training,. Information Service Companies : 5385 * Employee 500+ 6 * Employee 100-499 63 * Employee 100- 5316 (98.7%) * Employee 5- 3393 (66.3%),Planning Requirements Design Quality Assurance,Build,System Integration Change Control Release Control Version Control Maintenance,TAIWAN,USA,台灣系統生命週期特性,中華民國資訊軟體協會受經濟部工業局軟體工業五年發展推動計畫委託執行軟體工業生產力提升計畫，特成立軟體產業服務團，輔導軟體產業項目包括 CMMI 軟體品質技術輔導。 資訊工業策進會受經濟部技術處委託執行 CMMI能力建立先期規劃計畫及 先進資訊技術引進計畫等科專計畫，積極輔導軟體業界導入CMMI模式。 中華民國資訊軟體品質協會成立於2003年1月，成立宗旨為推廣資訊軟體品質觀念、加強資訊軟體品質教育、協助各界提升資訊軟體品質及促進資訊軟體品質產、學、研合作。,國內 CMMI 推動情形,行政院科技顧問組於推動台灣策略性服務產業策略規劃會議第二次策略規劃會議結論：,提出推廣CMMI認證制度，提升資訊服務業者之服務品質- 鼓勵廠商建立制度提升服務規模與品質 2007年促成 LEVEL-3廠商達50家 2008年促成 LEVEL-3廠商達70家及LEVEL-5廠商達5家 2008年起大型政府e化專案採購及旗艦計劃之補助，廠商需達CMMI Level-3以上方可參與,國內 CMMI 推動情形 (2),行政院科技顧問組於推動台灣策略性服務產業策略規劃會議第二次策略規劃會議結論：BEST旗艦計畫執行策略。,國內 CMMI 推動情形 (3),已通過 CMMI Level 2 評鑑的機構 - 18 資策會-資訊系統實驗室 (2002.10.11) - 洪肇奎博士輔導 碩網資訊 (2002.10.25) Reuters Ltd.認證 三商電腦-公共事業部 (2003.04.18) 寶發科技顧問公司輔導 工研院電通所-K組 (2003.09.04) 洪肇奎博士輔導 漢龍科技 (2004.7.16) 洪肇奎博士輔導 漢康資訊(2004.7.23) 洪肇奎博士輔導 中冠資訊(2004.7.30) 洪肇奎博士輔導 和平整合資訊 (2004.8.12) 寶發科技顧問公司輔導 中華電信研究所-IVAT (2004.10.20) 洪肇奎博士輔導 騰蒙科技(2004.11.26) 寶發科技顧問公司輔導,國內導入 CMMI 的軟體公司,中山科學研究院資訊管理中心(2004.12.10) -台灣應用軟件公司輔導 資策會-電子商務實驗室 (2004.12.10) TCS(TATA)顧問公司輔導 星動科技股份有限公司 (2004.12.27) - 寶發科技顧問公司輔導 資策會-網路及多媒體實驗室 (2004.12.20) - TCS(TATA)顧問公司輔導 工研院電通所網際網路軟體技術組與通訊系統組及資訊系統部 (2005.1)洪肇奎博士輔導 新鼎系統股份有限公司(2005.7.21) - 寶發科技顧問公司輔導 鼎升數位科技(2005.8)洪肇奎博士輔導 哈瑪星科技(2005.8) 洪肇奎博士輔導 啟台國際資訊 (2005.8) 洪肇奎博士輔導 中華電信數據分公司-GEIS (2005.9.16) 洪肇奎博士輔導,國內導入 CMMI 的軟體公司 (2),已通過 CMMI Level 3 評鑑的機構 - 5 資策會-資訊工程研究所 (2004.6.11) - 洪肇奎博士 輔導 凌群電腦 (2004.6.25) Trimentus Technologies公 司輔導 神通資訊 碩網資訊 (2005.11) - 鈺新科技輔導 精業電腦(2005.12.29) - 寶發科技顧問公司輔導,國內導入 CMMI 的軟體公司 (3),政府 (甲方),供應商 (乙方),採購計畫,供應商選擇與協議,追蹤與監控,接受交付與結案,軟體招標需求書 (Request for Proposals, RFP) * 需求, 成本, 時程,準備需求 規劃書,合約,供應商 協議,Development 驗證(Verification) Progress Reviews Milestone Reviews,狀態回報 里程碑審查 問題清單 矯正措施,確認(Validation) Acceptance Tests 交付,客戶需求 接受測試準則,(政府委外作業與合約流程監控概觀),Government Source Selection and Contract Process Monitoring Overview,台灣採購流程的特性,軟體招標需求書(Request for Proposal, RFP) 不明確。 軟體招標需求書的成本和時程不合理。 專案執行追蹤、監控與驗收的問題。 政府與供應商 雙方損失 (Government and Suppliers Both Failure)。,建議,Establish & Maintain Governmen