能力成熟度模型集成与认证介绍-Capability-Maturity-Model

能力成熟度模型集成与“认证”介绍

CapabilityMaturityModel®Integration(CMMI®)and“Certification”Briefing

V1ByTianLixin田立新CapabilityMaturityModel®andCMMI®areregisteredmarksofSEIPage2Content目录ChallengesAhead当前的挑战WhyFocusonProcess?为什么关注过程？What’sCMMI?什么是CMMI?HowCanCMMIBenefityou?CMMI有何益处？What’sCMMIAppraisal?什么是CMMI评估？HowtoStart?如何开始？ForMoreInformation？更多信息？Page3ChallengesAhead

当前的挑战ExternalChallenges外部挑战…Fastertimetomarket更快的上市时间Ontimedeliverycommitment按时交付的承诺Moreforless更低的成本，更多的功能Betterquality更好的质量CMMI“Certification”required要求CMMI”认证“InternalChallenges内部挑战…Morecomplexproduct更复杂的产品Workwithpartners与合作伙伴合作Inadequatepredictability可预见性不足Toomuchchangeandrework太多的变更和返工Fire-fightingmode救火模式Page4Content目录ChallengesAhead当前的挑战WhyFocusonProcess?为什么关注过程？What’sCMMI?什么是CMMI?HowCanCMMIBenefityou?CMMI有何益处？What’sCMMIAppraisal?什么是CMMI评估？HowtoStart?如何开始？ForMoreInformation？更多信息？Page5WhyFocusonProcess?

为什么关注过程？ProcessImprovement

Premise过程改进的前提“Thequalityofaproductislargelydeterminedbythequalityoftheprocessthatisusedtodevelopandmaintainit”“产品的质量很大程度上取决于开发和维护该产品的过程的质量”Technology技术Process过程People人Process,people,andtechnologyarethemajordeterminantsofproductcost,schedule,andquality.过程、人和技术是产品开发成本、进度和质量的主要决定因素。Schedule进度Quality质量Cost成本Page6Content目录ChallengesAhead当前的挑战WhyFocusonProcess?为什么关注过程？What’sCMMI?什么是CMMI?HowCanCMMIBenefityou?CMMI有何益处？What’sCMMIAppraisal?什么是CMMI评估？HowtoStart?如何开始？ForMoreInformation？更多信息？Page7SomeHistory

一点历史1930s：WalterShewhartbeganhisworkinprocessimprovementwithprinciplesofstatisticalqualitycontrol.WalterShewhart开始了基于统计质量控制原理的过程改进活动。1980s:W.EdwardsDeming,JosephJuran,WattsHumphreyandothersextendedtheseprinciples,andbeganapplytoSW.

W.EdwardsDeming,JosephJuran,WattsHumphrey和其他一些人进一步发展了这些原理，并开始在软件工程领域的应用。Aug1991:MarkPaulkandothersattheSoftwareEngineeringInstitute(SEI)createdthe1stCapabilityMaturityModel

forSW®basedonWattsHumpheryandotherswork.基于WattsHumphery等人的工作，SEI的MarkPaulk等人建立了第一个CMM模型：软件CMM。Since1991,CMMshavebeendevelopedformanydisciplines:SE-CMM®,SW-CMM®,IPD-CMM®,etc.自1991年以来，相继有多个学科领域的CMM模型问世：SE-CMM,SW-CMM,IPD-CMM等。1997:USOfficeoftheUnderSecretaryofDefenseforAcquisitionandTechnologyledateamcomprisedofgovernment,industry,andtheSEIdecidedtofocusondevelopinganintegratedframeworkformaturitymodelsandassociatedproducts.美国国防采购与技术办公室领导了一个由政府、企业和SEI的代表组成的团队开始开发一个CMM模型的集成框架。Jan2002:CMMIV1.1wasreleasedandadoptedquicklybymanyorganizations,over1500appraisalsbasedonCMMIhavebeenreportedtotheSEI.2002年1月CMMIV1.1正式发布，并立即被广泛采用，截止到2006年初已有超过1500个基于CMMI的评估报告给了SEI。Aug2006:CMMIV1.2released.2006年8月，CMMIV1.2正式发布。Page8CMMIis:

CMMI是：Amodelthatconsistsofbestpracticesthataddressthedevelopmentandmaintenanceofproductsandservices 一个包含了产品与服务开发、维护最佳实践的模型Aframeworkthatdescribeskeyelementsofeffectiveprocess 一个描述有效过程应包含的关键组成元素的框架Aguidetoevolutionaryimprovementfromadhoc,immatureactivitiestomature,disciplinedprocesses 一个从杂乱、不成熟的活动向成熟、规范的过程演进的指南Ayardstickforappraisingcurrentpractices 一个评估当前实践的标尺Page9CMMIisNOT:

CMMI不是：Asetofprocesseswhichcanbeuseddirectly

一套可以直接拿来用的过程Restrictedtoasinglediscipline(i.e.SWEngineering)

局限于单一的学科领域（如：软件工程）“Silverbullet”whichcansolveallproblemsquickly 可以马上解决所有问题的“银弹”Onlyforbigorganizations

只适用于规模较大的组织Page10CMMIStructureOverview

CMMI模型结构概览CMMICore(22ProcessAreas)CMMI核(22个过程域）SERelated

Examples系统工程相关的实例IPPDAddition集成产品与过程开发附加内容SWRelated

Examples软件工程相关的实例CMMIforDevelopmentV1.2HWRelated

Examples硬件工程相关的实例开发CMMICMMIforDevelopmentCMMIforServiceCMMIforAcqusition服务CMMI合同采购CMMIPage11CMMI’s2Representatives

CMMI模型的2种表示法ProcessArea1过程域1Generic通用Practices实践Staged阶段式MaturityLevels成熟度等级Specific特定Goals目标ProcessArea2过程域2ProcessArean过程域nContinuous连续式CapabilityLevels能力等级ProcessArea1过程域1ProcessArea2过程域2ProcessArean过程域nGeneric通用Goals目标Specific特定Practices实践Specific特定Goals目标Generic通用Goals目标Generic通用Practices实践Specific特定Practices实践SimilartoSW-CMM与SW-CMM类似5MaturityLevels(ML)5个成熟度等级Asetofpre-definedprocessareasateachML在每个成熟度等级上预定义了一组过程域SimilartoSE-CMM与SE-CMM类似6CapabilityLevels(CL)6个能力等级Flexibleselectionofprocessareastoimprove可灵活选择待改进的过程域Page12

ProjectManagement项目管理ProcessAreas过程域Category类RequirementsManagement需求管理RequirementsDevelopment需求开发TechnicalSolution技术方案ProductIntegration产品集成Verification验证Validation确认Engineering工程ConfigurationManagement配置管理ProcessandProductQualityAssurance过程与产品质量保证MeasurementandAnalysis度量与分析DecisionAnalysisandResolution决策分析与解决CausalAnalysisandResolution诱因分析与解决Support支持ProcessManagement过程管理ContinuousRepresentation:PAsbyCategories

连续式表示法：过程域按类划分Optimizing 优化级4 QuantitativelyManaged

量化管理级Defined

定义级Managed

已管理级Performed

已执行级0 Incomplete 不完整级PAxPage13OrganizationalInnovationandDeploymentCausalAnalysisandResolution5Optimizing优化级4QuantitativelyManaged量化管理级3Defined已定义级2Managed已管理级ContinuousProcess

Improvement持续过程改进QuantitativeManagement量化管理Process

Standardization过程标准化BasicProjectManagement基本项目管理OrganizationalProcessPerformanceQuantitativeProjectManagementRequirementsManagementProjectPlanningProjectMonitoringandControlSupplierAgreementManagementMeasurementandAnalysisProcessandProductQualityAssuranceConfigurationManagementQuality质量Productivity生产率Risk风险Rework返工1Initial初始级ProcessAreas过程域Level成熟度等级Focus关注StagedRepresentation:PAsbyMaturityLevel

阶段式表示法：过程域按成熟度等级划分Page14KeyFeaturesofCMMI

CMMI的关键特征CMMIincorporateslessonslearnedfromuseoftheSW-CMM®,EIA-731,andotherstandardsandmodels.CMMI综合了使用SW-CMM®,EIA-731以及其他标准和模型所获得的经验,形成了以下关键特征：Emphasizesthedevelopmentofprocessestoimproveproductdevelopmentinorganizations

强调为改进组织的产品开发而进行过程的开发Providesaframeworkfromwhichtoorganizeandprioritizeprocessimprovementactivities(product,business,people,technology)acrossmulti-discipline

为跨学科组织过程改进活动并确定改进的优先顺序提供了一个综合的框架Supportsthecoordinationofmulti-disciplinedactivitiesthatmayberequiredtosuccessfullybuildaproduct

支持成功构建一个产品所需的多学科领域（系统、软件、硬件等）开发活动之间的协调一致Emphasizesthealignmentofprocessimprovementeffortsobjectiveswithorganizationalbusinessobjectives

强调过程改进的目标应与组织的业务目标保持一致并为之服务Page15Content目录ChallengesAhead当前的挑战WhyFocusonProcess?为什么关注过程？What’sCMMI?什么是CMMI?HowCanCMMIBenefityou?CMMI有何益处？What’sCMMIAppraisal?什么是CMMI评估？HowtoStart?如何开始？ForMoreInformation？更多信息？Page16ProcessCapability&OrganizationalMaturity过程能力与组织成熟度

ROI&CostBenefit投资回报率与成本收益COSTS成本Salary工资Training培训Appraisal评估Consultancy咨询Workshop会议Tools工具…BENEFITS收益ReducedCost 成本降低On-timeDelivery 按时交付IncreasedProductivity 生产率提高ImprovedQuality

质量改善ImprovedCustomer

Satisfaction 客户满意度改善…

CostsandBenefitsofCMMI

CMMI的成本与收益Page17TheBenefit

收益Summarizedquantitativeinformationfrom25organizationsthathavereportedresults来自25个组织的数据Source:SEIwebsitePage18Content目录ChallengesAhead当前的挑战WhyFocusonProcess?为什么关注过程？What’sCMMI?什么是CMMI?HowCanCMMIBenefityou?CMMI有何益处？What’sCMMIAppraisal?什么是CMMI评估？HowtoStart?如何开始？ForMoreInformation？更多信息？Page19What’sCMMIAppraisal?

什么是CMMI评估？CMMIAppraisal:AnexaminationofoneormoreprocessesbyatrainedteamofprofessionalsusingappraisalreferencemodelCMMIasthebasisfordeterminingstrengthsandweaknesses. CMMI评估：为了确定一个或多个过程的强项和弱项，由一组专业人员基于评估参考模型CMMI对这些过程进行的检查。"CMMIcertification"isnotvalidtermfromSEI’spointofview,SEIdoesn’tcertifyorensuretheresultofCMMIappraisal. SEI认为所谓的“CMMI认证”并不是一个有效的用词，SEI不对CMMI的评估结果给与认证或保证。SEIdefinedandreleasedaStandardCMMIAppraisalMethodforProcessImprovement(SCAMPISM). SEI定义并发布了一个过程改进CMMI评估标准方法（SCAMPISM）SCAMPIisdesignedtoprovidebenchmarkqualityratingsrelativetoCMMImodels. SCAMPI是为提供针对CMMI模型的标杆质量评级而设计的SCAMPIisapplicabletobothinternalprocessimprovementandexternalcapabilitydeterminations. SCAMPI适用于内部过程改进和外部能力确认Page20SCAMPIEnablesYou

to

SCAMPI能够使你Gaininsightintoanorganization’sengineeringcapabilitybyidentifyingthestrengthsandweaknessesofitscurrentprocesses

通过识别组织当前过程的强项和弱项，洞察组织的工程能力RelatethesestrengthsandweaknessestotheCMMImodel

建立这些强项和弱项与CMMI模型的联系Prioritizeimprovementplans

制定过程改进活动的优先顺序Focusonimprovementsthataremostbeneficialtotheorganizationgivenitscurrentleveloforganizationalmaturityorprocesscapabilities

根据当前的组织成熟度或过程能力等级，重点关注那些对组织最有益的改进Derivecapabilitylevelratingsaswellasamaturitylevelrating

根据其结果，评定能力等级或成熟度等级Identifydevelopment/acquisitionrisksrelativetocapability/maturitydeterminations 相对于评定的能力/成熟度，识别开发/招标的风险Page21Characteristics特征ClassA级ClassB级ClassC级AmountofObjectiveEvidenceGathered(relative)收集的客观证据的数量（相对）High高Medium中Low低RatingsGenerated评级Yes是No否No否ResourceNeeds(relative)所需资源（相对）High高Medium中Low低TeamSize(relative)评估组规模（相对）Large大Medium中Small小AppraisalTeamLeaderRequirements评估组长要求Leadappraiser主任评估师Leadappraiserorpersontrainedandexperienced主任评估师或经过培训的有经验的人员Persontrainedandexperienced经过培训的有经验的人员ExtractedfromAppraisalRequirementsforCMMISCAMPIClass

SCAMPI分级Thevalidityofappraisalresultsisnowlimitedtoamaximumof3years.评估结果的有效期限定为最长3年。Page22Content目录ChallengesAhead当前的挑战WhyFocusonProcess?为什么关注过程？What’sCMMI?什么是CMMI?HowCanCMMIBenefityou?CMMI有何益处？What’sCMMIAppraisal?什么是CMMI评估？HowtoStart?如何开始？ForMoreInformation？更多信息？Page23CMMIImplementationSteps

CMMI一般实施步骤Goal目标Plan计划Action行动Check检查Do执行Page24Alcatel’sApproach

阿尔卡特的方法AlcatelisanearlyadopterofCMM(I),andhascleartargetstowardsreachinghighprocessmaturity

阿尔卡特是CMM(I)的早期实践者，致力于达到更高的过程成熟度GlobalprocessimprovementinitiativeJupiterismanagedasaprojectandperiodicallyreviewedbyAlcatel'sexecutiveboard

启动了全球过程改进项目Jupiter,阿尔卡特高层定期评审Focusonconcreteperformanceimprovement

notthelevels

专注于实质的绩效改进而不是成熟度等级Alcatelhasachievedsubstantial