领悟CMMI高级实践.ppt

UnderstandingHighMaturityLevelofCMMI VincentYipCMM CMMILA Agenda OverviewofCMMIStagedRepresentationCharacteristicsofCMMIML1 2 and3CMMIMaturityLevel4OrganizationalProcessPerformanceQuantitativeProjectManagementCMMIMaturityLevel5OrganizationalInnovationandDeploymentCausalAnalysisandResolution CMMIStagedRepresentation MaturityLevels CMMIStagedRepresentation ProcessAreas StructureofCMMIStagedRepresentation CommitmenttoPerform MaturityLevels GenericPractices GenericGoals ProcessArea2 CommonFeatures ProcessArea1 ProcessArean AbilitytoPerform DirectingImplementation VerifyingImplementation SpecificGoals SpecificPractices StructureofCMMIStagedRepresentation REI REQUIREDSpecific GenericGoalsEXPECTEDSpecific GenericPracticesINFORMATIVESub practices Elaborations CharacteristicsofMaturityLevel1 Initial ProcessesareadhocandchaoticOrganizationsusually dependonheroicsofpeopletendtoover commitUnabletorepeattheirsuccessesData CharacteristicsofMaturityLevel2 Managed ProjectshaveensuredrequirementsaremanagedProjectsareperformedandmanagedaccordingtotheirdocumentedplans Statusofworkproductsanddeliveryofservicesarevisibletomanagement ProjectData CharacteristicsofMaturityLevel3 Defined Processimprovementbelongstotheorganization Bestpracticesaregatheredacrosstheorganization Processesaretailoredasappropriate Theorganizationsupportstheprojectsbyestablishingcommonprocesses measurementstraining FoundationforMovingtoMaturityLevel4 Maturitylevels2and3buildafoundationnecessaryforquantitativemanagement Thisfoundationincludesdefinedprocesses whichachieveconsistencyacrosstheorganizationprovideaqualitativeunderstandingofsub processesandtheirrelationshipscommonmeasurestoaccumulatemeaningfuldataacrosstheorganization TheMaturityLevels Processunpredictable poorlycontrolled andreactive Processcharacterizedforprojectsandisoftenreactive Processcharacterizedfortheorganizationandisproactive Processmeasuredandcontrolled Focusonprocessimprovement Optimizing Defined QuantitativelyManaged Initial Optimizing Defined Managed 1 2 4 5 3 MaturityLevel4 QuantitativelyManaged Atmaturitylevel4 theorganizationandprojectsestablishquantitativeobjectivesforqualityandprocessperformanceandusethemascriteriainmanagingprocesses MaturityLevel4ProcessAreas OrganizationalProcessPerformanceQuantitativeProjectManagement Establishandmaintainaquantitativeunderstandingoftheperformanceoftheorganization ssetofstandardprocessesinsupportofqualityandprocess performanceobjectives andtoprovidetheprocess performancedata baselines andmodelstoquantitativelymanagetheorganization sprojects OrganizationalProcessPerformance OrganizationalProcessPerformance SG1 EstablishPerformanceBaselinesandModelsBaselinesandmodelsthatcharacterizetheexpectedprocessperformanceoftheorganization ssetofstandardprocessesareestablishedandmaintained OrganizationalProcessPerformance OrganizationalProcessPerformance SG1 EstablishPerformanceBaselinesandModelsSP1 1SelectProcessesSelectprocesstoincludeintheperformanceanalysisNotfeasibletoapplyquantitativeprocessperformancetoallprocessesorprocesselements OrganizationalProcessPerformance SG1 EstablishPerformanceBaselinesandModelsSP1 2EstablishProcessPerformanceMeasuresDeterminetheorganization sbusinessobjectivesSelectmeasurestosupportbusinessobjectives e g useGQM OrganizationalProcessPerformance SG1 EstablishPerformanceBaselinesandModelsSP1 3EstablishQualityandProcessPerformanceObjectivesBasedonorganizationalbusinessobjectivesMayneedtoreferencepastperformance OrganizationalProcessPerformance SG1 EstablishPerformanceBaselinesandModelsSP1 4EstablishProcessPerformanceBaselinesTrytounderstandwherewearenowObtainfromprojectlevelAggregatetoorganizationallevelNeedtoapplyitintelligently e g tailoring OrganizationalProcessPerformance SG1 EstablishPerformanceBaselinesandModelsSP1 5EstablishProcessPerformanceModelsEstablishbasedonorganization sstandardprocessesandprocessbaselinesUsedtoestimateprogresstowardachievingobjectivesthatcannotbemeasureduntillaterintheproject slife Example EffortEstimationDeviation EstablishProcessPerformanceBaselines Exercise Discussion WhatwillbethedifferencesinsettingprocessperformanceobjectivesinMaturityLevel3andMaturityLevel4 Quantitativelymanagetheproject sdefinedprocesstoachievetheproject sestablishedqualityandprocess performanceobjectives QuantitativeProjectManagement SG1 QuantitativelyManagetheProjectTheprojectisquantitativelymanagedusingqualityandprocess performanceobjectives SG2 StatisticallyManageSubprocessPerformanceTheperformanceofselectedsubprocesseswithintheproject sdefinedprocessisstatisticallymanaged QuantitativeProjectManagement QuantitativeProjectManagement QuantitativeProjectManagement SG1 QuantitativelyManagetheProjectSP1 1EstablishtheProject sObjectivesReviewwiththeorganization sobjectivesandorganization sbaselinesNeedtoalignwiththeorganization sobjectivesExample TotalEffortEstimationVariance 20 QuantitativeProjectManagement SG1 QuantitativelyManagetheProjectSP1 2ComposetheDefinedProcessSelectthesubprocessesbasedontheirperformanceandcapabilityWhatifnosuchsubprocesscanbeidentified Example DelphiandAnalogestimationmethodsEstimationbyphase QuantitativeProjectManagement SG1 QuantitativelyManagetheProjectSP1 3SelecttheSubprocessesthatwillbestatisticallymanagedSelectbasedoncriteria forexampleStabilityPerformance QuantitativeProjectManagement SG1 QuantitativelyManagetheProjectSP1 4ManageProjectPerformanceMonitortheperformanceofthesubprocessesEstimatewhethertheprojectobjective scanbeachievedinthefutureLookforotherinformationtohelpestimate QuantitativeProjectManagement SG2 StatisticallyManageSubprocessPerformanceSP2 1SelectMeasuresandAnalyticTechniquesTomanagetheselectedsubprocessesIdentifythecommonmeasuresaswellasanyadditionalmeasuresneededExample Plannedeffortvsactualeffort QuantitativeProjectManagement SG2 StatisticallyManageSubprocessPerformanceSP2 2ApplyStatisticalMethodstoUnderstandVariationEstablishcontrolchartfrompreviousdata3sigmaSpecialcausesvscommoncausesExample Monitor effortdeviatedineachtaskMonitor effortdeviatedineachphase QuantitativeProjectManagement SG2 StatisticallyManageSubprocessPerformanceSP2 3MonitorPerformanceoftheSelectedSubprocessesEnsuretheperformanceiskeptwithinexpectedrangeCorrectiveactionsonspecialcauses QuantitativeProjectManagement SG2 StatisticallyManageSubprocessPerformanceSP2 4RecordStatisticalManagementDataNeedtokeeprecordsforfuturereference Exercise Discussion DiscussandunderstandhowOPPandQPMworktogethertohelpstabilizetheprocesses TheMaturityLevels Processunpredictable poorlycontrolled andreactive Processcharacterizedforprojectsandisoftenreactive Processcharacterizedfortheorganizationandisproactive Processmeasuredandcontrolled Focusonprocessimprovement Optimizing Defined QuantitativelyManaged Initial Optimizing Defined Managed 1 2 4 5 3 MaturityLevel5 Optimizing AtMaturityLevel5 anorganizationcontinuallyimprovesitsprocessesbasedonaquantitativeunderstandingofthecommoncausesofvariationinherentinprocesses MaturityLevel5ProcessAreas OrganizationalInnovationandDeploymentCausalAnalysisandResolution OrganizationalInnovationandDeployment Selectanddeployincrementalandinnovativeimprovementsthatmeasurablyimprovetheorganization sprocessesandtechnologies Theimprovementssupporttheorganization squalityandprocess performanceobjectivesasderivedfromtheorganization sbusinessobjectives OrganizationalInnovationandDeployment SG1 SelectImprovementsProcessandtechnologyimprovementsthatcontributetomeetingqualityandprocess performanceobjectivesareselected SG2 DeployImprovementsMeasurableimprovementstotheorganization sprocessesandtechnologiesarecontinuallyandsystematicallydeployed OrganizationalInnovationandDeployment OrganizationalInnovationandDeployment SG1 SelectImprovementsSP1 1CollectandAnalyzeImprovementProposalsCollectandanalyseprocess andtechnology improvementproposals ProjectdebriefingreportsFeedbackfromusersRootCauseanalysisresultsOrganization sperformancebaselines OrganizationalInnovationandDeployment SG1 SelectImprovementsSP1 2IdentifyandAnalyzeInnovationsLookforprocessesandtoolstohelpimproveAnalyzethecostsandbenefitsSelecttopilotbeforedeploy OrganizationalInnovationandDeployment SG1 SelectImprovementsSP1 3PilotImprovementsPilotPlanImprovementtargetScopeMonitorthepilotReviewanddocumentthepilot OrganizationalInnovationandDeployment SG1 SelectImprovementsSP1 4SelectImprovementsforDeploymentSelectimprovementsbasedonpilotresultsLookforotherinnovationsifpilotresultsdidnotsatisfyimprovementtargets OrganizationalInnovationandDeployment SG2 DeployImprovementsSP2 1PlantheDeploymentDeploymentPlanChangesinprocess tools StrategyandscopePerformancetargets OrganizationalInnovationandDeployment SG2 DeployImprovementsSP2 2ManagetheDeploymentMonitoritaccordingtotheplanMonitorwhetherthenewprocessortechnologymeettheperformancetarget OrganizationalInnovationandDeployment SG2 DeployImprovementsSP2 3MeasureImprovementEffectsMeasurethedeploymentresultagainstthetargetIdentifytheimprovements Exercise Discussion HowwouldyouapplyOIDtoimproveprocessperformance CausalAnalysisandResolution Identifycausesofdefectsandotherproblemsandtakeactiontopreventthemfromoccurringinthefuture CausalAnalysisandResolution SG1 DetermineCausesofDefectsRootcausesofdefectsandotherproblemsaresystematicallydetermined SG2 AddressC