Webinar Obiettivo CMMi. Introduzione ai Modelli CMMI, metodo SCAMPI e strumenti a supporto.
Intervento di Fernando Mandelli, CEO di Business Strategy
Mandelli fornisce una overview al miglioramento continuativo in termini di efficacia, efficenza e qualità, attraverso l'adozione dei modelli di riferimento CMMI-DEV v1.3, CMMI-SVC v1.3, CMMI-ACQ v1.3.
Viene inoltre presentato il metodo ufficiale SCAMPI, utilizzato per la valutazione dei processi delle organizzazioni e quale strumento per definire il rating.
Sono aperte le iscrizioni al corso "Il Modello CMMI, la sua implementazione, approccio allo SCAMPI e strumenti a supporto", il 19 aprile a Torino. Scrivi a marcella.arrabito@emerasoft.com o chiama lo 011.19879270.
Call Girls From Pari Chowk Greater Noida ❤️8448577510 ⊹Best Escorts Service I...
2. Webinar CMMi, 6 marzo 2012 - Tutorial CMMi Business Strategy (Fernando Mandelli, Business Strategy)
1. Business Strategy
Tutorial
“Obiettivo CMMi. Introduzione
ai Modelli CMMI, metodo
SCAMPI e strumenti a supporto”
Fernando Mandelli
fernando.mandelli@businesstrategy.com
!
martedì 6 marzo 12
2. Agenda Module 1
Software Engineering Institute
Business Strategy
CMMI Models and Appraisal
CMMI Compatibility
CMMI Profile
!
martedì 6 marzo 12
5. CMMI
Constellations
CMMI for Service
This model is designed for service provider organizations that want to improve
their ability to establish, manage, and deliver services. Current release v1.3
CMMI for Acquisition
This model is designed for acquisition organizations that want to improve their
ability to acquire products and services. Current release v1.3.
CMMI for Development
This model is designed for development organizations that want to improve their
ability to develop products and services. Current release v1.3.
!
martedì 6 marzo 12
7. CMMI
Constellations
CMMI-Services
provides guidance for
CMMI-Dev
those providing
provides guidance
services within
for measuring,
organizations and to
monitoring and
external customers
managing
development CMMI-SVC
processes
16 Core
Process Areas, CMMI-ACQ
common to all provides
guidance to
enable
CMMI-DEV CMMI-ACQ informed and
decisive
acquisition
leadership
Business Strategy - SEI Partner 7
!
martedì 6 marzo 12
8.
9. Appraisal Method
CMMI and SCAMPISM Method
Appraisal Requirements
Appraisal
Team
Actual Practice Findings, Recommendations
Organizational Processes
Organization Projects
Lessons Learned/Improvements
!
martedì 6 marzo 12
12. CMMI Model
Representation
There are two representations in CMMI models:
staged
continuous
A representation in CMMI is analogous to a view into a
data set provided by a database.
Both representations provide ways of implementing process
improvement to achieve business objectives.
Both representations provide essentially the same content
and use the same model components but are organized in
different ways.
!
martedì 6 marzo 12
13. Continuous
Benefits
It allows you to select the order of
improvement that best meets your
organization’s business objectives and
mitigates your organization’s areas of risk.
It enables comparisons across and among
organizations on a process area by process
area basis.
!
martedì 6 marzo 12
14. Staged Benefits
It provides a proven sequence of
improvements, each serving as a
foundation for the next.
It permits comparisons across and among
organizations by the use of maturity levels.
It provides a single rating that summarizes
appraisal results and allows comparisons
among organizations.
!
martedì 6 marzo 12
15. What Does the Level
Measure?
This point represents a
higher level of capability Staged
3 CL 3
Capability Level
than ML5
2 CL 2 ML4
this point in a specific
process area
ML3
1 CL 1
ML2
ML 1
0 CL 0
Process Area n . . . for a specified set of
process areas across an
organization
!
martedì 6 marzo 12
16. CMMI-DEV
PAs by Maturity Level
Level Focus Process Areas Quality
Productivity
5 Optimizing Continuous Causal Analysis and Resolution
Process Organizational Performance Management
Improvement
4 Quantitatively Quantitative Organizational Process Performance
Managed Management Quantitative Project Management
3 Defined Process Decision Analysis and Resolution
Standardization Integrated Project Management
Organizational Process Definition
Organizational Process Focus
Organizational Training
Product Integration
Requirements Development
Risk Management
Technical Solution
Validation
Verification
2 Managed Basic Project Configuration Management
Management Measurement and Analysis
Project Monitoring and Control
Project Planning
Process and Product Quality Assurance
Requirements Management
Supplier Agreement Management Risk
1 Initial Rework
!
martedì 6 marzo 12
17. CMMI-DEV
PAs by Categories
Category Process Areas
Organizational Process Definition
Organizational Process Focus
Process
Management Organizational Performance Management
Organizational Process Performance
Organizational Training
Integrated Project Management
Project Monitoring and Control
Project Planning
Project Quantitative Project Management
Management Requirements Management
Risk Management
Supplier Agreement Management
Product Integration
Requirements Development
Engineering Technical Solution
Validation
Verification
Causal Analysis and Resolution
Configuration Management
Support Decision Analysis and Resolution
Measurement and Analysis
Process and Product Quality Assurance
!
martedì 6 marzo 12
20. CMMI-SVC
Strategic Service Management (STSM):
deciding what services you should be providing, making them standard, and letting people know
about them
Service System Development (SSD):
making sure you have everything you need to deliver services, including people, processes,
consumables, and equipment
Service System Transition (SST):
getting new systems in place, changing existing systems, or retiring obsolete systems, —all while
making sure nothing goes terribly wrong with the service
Service Delivery (SD):
setting up agreements, taking care of service requests, and operating the service system
Capacity and Availability Management (CAM):
making sure you have enough of the resources you need to deliver services and that they are
available when needed—at an appropriate cost
Incident Resolution and Prevention (IRP):
handling what goes wrong—and preventing it from going wrong if you can
Service Continuity (SCON):
being ready to recover from a disaster and get back to delivering your service
!
martedì 6 marzo 12
24. Summarizing Maturity Levels and
Capability Levels in Relation to GGs
and GPs
Staged Continuous
Representation Representation
Maturity Levels Generic Goals Generic Practices Capability Levels
ML5 CL3
GG 3
ML4 Institutionalize GP 3.1 Establish a Defined Process
a Defined GP 3.2 Collect Process Related Experiences
Process
ML3
ML2 GP 2.1 Establish an Organizational Policy CL2
GP 2.2 Plan the Process
GP 2.3 Provide Resources
GG 2 GP 2.4 Assign Responsibility
Institutionalize GP 2.5 Train People
a Managed
Process GP 2.6 Control Work Products
GP 2.7 Identify and Involve Relevant Stakeholders
GP 2.8 Monitor and Control the Process
GP 2.9 Objectively Evaluate Adherence
GP 2.10 Review Status with Higher Level Management
GG 1 CL1
Achieve GP 1.1 Perform Specific Practices
Specific Goals
!
martedì 6 marzo 12
26. Requirements Management (REQM)
A Project Management Process Area at Maturity Level 2
Purpose
Manage requirements of the project’s products and
product components and to ensure alignment between
those requirements and the project’s plans and work
products.
e nts
m
uire
R eq
!
martedì 6 marzo 12
27. Requirements Management Specific
Practices
Manage Requirements
SP 1.1 Understand Requirements
SP 1.2 Obtain Commitment to Requirements
SP 1.3 Manage Requirements Changes
SG 1
SP 1.4 Maintain Bidirectional Traceability of
Requirements
SP 1.5 Ensure Alignment Between Project Work and
Requirements
!
martedì 6 marzo 12
28. CMMI Compatibility
http://www.sei.cmu.edu/
cmmi/compatibility/
CMMI and Agile
CMMI and ITIL
CMMI and ISO Standards
CMMI and Scrum
CMMI and Six Sigma
CMMI and Others
!
martedì 6 marzo 12
29. CMMI Profile
http://www.sei.cmu.edu/cmmi/casestudies/
profiles/pdfs/upload/2011SeptCMMI-2.pdf
!
martedì 6 marzo 12