Introduction into CMMi (Capability and Maturity Model) CSTE (Certified Software Testing Engineer) CSQA (Certified Software Quality Analyst)

1. Introduction to
CSTE, CSQA, CMM
By: Ahmed ElAskalany, CSTE ,CSQA,
PMP, CQIA, ITIL
https://www.facebook.com/EdgeC
onsultancyInc
E-mail:
EdgeConsultancyInc@Gmail.com

2. Quality Assurance Institute
Implementation Approach

3. QAI’s Strategic Approach To
Improving Quality In A Changing World
Identify
Improvement
Opportunities
IT
Lessons
Learned
Standardize
And
Distribute
Put
Into
Practice
Start

4. The QAI Implementation
Approach
Customer
Need Driver Results Goal
Methods
Human
Resources
Quality
Assurance
Quality
Control
Supplier
Product
Development
Product
Delivery
IT
Management
Measurement
Customer
Satisfaction
-products
-services
-implemented
Growth
Satisfaction
Retention
Strategy
Vision
Planning
Progress
Baselining
Forecasting
Retention

5. Generally Accepted Quality
Models
•ISO
•SEI CMM
•MALCOLM BALDRIGE

6. Critical Success Factors
•Committed Management
•Skilled Staff
•Effective Processes
•Continuous Improvement

7. Quality Skill Emphasis
•Preventive Skills -
Certified Software Quality Analyst (CSQA)
•Detective Skills -
Certified Software Test Engineer (CSTE)

8. CSQA Knowledge Domains
1. Quality Principles
3. Quality Models and Quality Assessment
5. Quality Assurance
7. Define, Build, Implement and Improve Work Processes
2. Software Development, Acquisition and Operation
4. Quality Management and Leadership
6. Quality Control Practices
8. Quantitative Methods

9. CSTE Knowledge Domains
1. Communication
2. Professional Development
3. Quality Principles and
Concepts
4. Methods for Software
Development and
Maintenance
5. Testing Principles and
Concepts
6. V and V Methods
7. Test Management,
Standards and Environment
8. Risk Analysis
9. Test Tactics
10. Planning Process
11. Test Design
12. Performing Tests
13. Defect Tracking and
Management
14. Quantitative Measurement
15. Test Reporting
16. Improving the Test Process

10. CMM

11. The Software Engineering Institute’s
Capability Maturity Model
OPTIMIZING
MANAGED
DEFINED
REPEATABLE
INITIAL
Disciplined
Process
Standard
Disciplined
Process
Predictable
Process
Continuous
Improvement

12. Dependent on people
Driven by schedule
Motivated by politics
Manage capabilities
Focus on end user
Stabilize processes
Manage innovation
Partnership
Learn continually
Use processes
Predefine deliverables
Teach skills
Manage by fact
Predict results
Optimize processes
Discipline emphasized
Competency emphasized
Measurement emphasized
Business emphasized
The Five Cultures
Manage People
Manage Process
Manage Competency
Optimize Capability
Business Innovation

13. Operational Definition of the CMM
• Commitment to perform
• Ability to perform
• Activities performed
• Measurement and analysis
• Verifying implementation

14. Ingredients For Success
Patience
Management
Commitment
Staff
Commitment
Realistic
Goals and
Objectives
Understanding
of the CMM
Objectives

15. Level 1
• Ad-hoc, chaotic
• Unstable, political environment
• Schedules, budgets, and deliverables
are unpredictable
• Reactionary
• Code and fix

16. Level 2
• Project management processes in place to
track, cost, schedule, and functionality
• Process discipline is in place to repeat
earlier successes
• Standards are defined and followed
• Realistic project commitments

17. GOALS
• Requirements are controlled to
establish a baseline.
• Plans, products and activities are
kept consistent with requirements.
COMMITMENT
• The organization follows a written
policy for managing requirements.
ABILITY
• Members of the engineering group
are trained to perform requirements
management activities.
MEASUREMENT/ANALYSIS
• Measurements are made to
determine the status of
requirements management.
VERIFYING/ANALYSIS
• The activities for managing
requirements are reviewed with
senior management on a periodic
basis.

18. Level 3
• Management and engineering
integration into a standard software
process
• All projects use the standard software
process
• A group is responsible for the
organization’s software processes

19. Level 4
• Processes are measured and
operate within measurable limits.
• Detailed measures of the software
process and product are collected.
• The organization sets quantitative
quality goals for processes and
products.

20. Level 5
• Continuous improvement
• Innovative
• Root cause analysis

21. Key Process Areas by Maturity Level
Software Configuration Management
Software Quality Assurance
Software Subcontract Management
Software Project Tracking and Oversight
Software Project Planning
Requirements Management
Peer Reviews
Intergroup Coordination
Software Product Engineering
Integrated Software Management
Training Program
Organization Process Definition
Organization Process Focus
Software Quality Management
Quantitative Quality management
Process Change Management
Technology Change Management
Defect Prevention
Level 2 Repeatable
Level 3 Defined
Level 4 Managed
Level 5 Optimized

22. The CMM Does Not:
• Imply a particular life cycle
• Imply a specific software technology
• Espouse particular roles or organization
structure
• Tell you “how” to satisfy the model objectives

23. The Software Engineering Institute’s
People Capability Maturity Model
OPTIMIZING
MANAGED
DEFINED
REPEATABLE
INITIAL
Disciplined
Process
Competencies
Quantitative
Management
Continuous
Improvement

24. Key Process Areas by Maturity Level
Compensation
Training
Performance Management
Staffing
Work Environment
Participatory Culture
Career Development
Competency Based Practices
Competency Development
Staff Planning
Knowledge and Skills Analysis
Organization Performance Alignment
Organizational Competency Mgt.
Quantitative People Management
Team Based Practices
Team Building
Mentoring
People Management Innovation
Continuous People Improvement
Coaching
Personal Competency Development
Level 2 Repeatable
Level 3 Defined
Level 4 Managed
Level 5 Optimized

25. Q&A
Linked In - Ahmed El-Askalany, CSTE, CSQA, PMP,
CQIA, ITIL | LinkedIn
https://www.facebook.com/EdgeConsultancyInc
E-mail: EdgeConsultancyInc@Gmail.com