1. Homework Report # 2
Software Process Improvement
SCAMPI: Standard CMMI Appraisal Method for Process
Improvement
Arash Sharif, Muhammad Amin Bandeali, Ali Raza,
Fullerton, CA 92834
Muhammad Amin Bandeali (899800544)
Arash Sharif (899568125)
Ali Raza (805253283)
CPSC 544 Software Process Definition,
Prof. Chang-Hyun Jo, 12/09/07
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2. Revision History
Date Version Description Author
November 3, 2007 0.01 Wrote Outline Arash Sharif
Ali Raza
Muhammad Amin
Bandeali
November 4, 2007 0.05 Wrote select and Muhammad Amin
prepare team + Bandeali
obtain and inventory
initial objective
evidence
November 7, 2007 0.1 Wrote prepare for Arash Sharif
appraisal conduct
November 13, 2007 0.2 Wrote prepare Ali Raza
participants
November 18, 2007 0.3 Wrote Diagnostics Muhammad Amin
Phase Bandeali
November 21, 2007 0.4 Wrote examine Arash Sharif
objective evidence
November 21, 2007 0.5 Wrote document Ali Raza
objective evidence
November 22, 2007 0.6 Wrote verify Arash Sharif
objective evidence
November 22, 2007 0.7 Wrote validate Muhammad Amin
preliminary findings Bandeali
November 23, 2007 0.8 Wrote generate Ali Raza
appraisal results
November 25, 2007 0.9 Wrote document Arash Sharif
appraisal results
Ali Raza
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3. Muhammad Amin
Bandeali
November 25, 2007 1.0 Wrote deliver Muhammad Amin
appraisal results Bandeali
December 1, 2007 1.1 Wrote package and Ali Raza
archive appraisal
assets
December 3, 2007 1.2 Review First Arash Sharif
Iteration
Ali Raza
Muhammad Amin
Bandeali
December 3, 2007 1.3 Updated Plan and Arash Sharif
Prepare for
Appraisal Ali Raza
Muhammad Amin
Bandeali
December 6 2007 1.5 Review Second Arash Sharif
Iteration
Ali Raza
Muhammad Amin
Bandeali
December 7, 2007 1.6 Final Revisions Arash Sharif
Ali Raza
Muhammad Amin
Bandeali
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4. TABLE OF CONTENTS
REVISION HISTORY..............................................................................................................................2
TABLE OF CONTENTS..........................................................................................................................4
PLAN AND PREPARE FOR APPRAISAL............................................................................................6
ANALYZE REQUIREMENTS..................................................................................................................................6
DETERMINE APPRAISAL OBJECTIVES......................................................................................................................6
DETERMINE APPRAISAL CONSTRAINTS...................................................................................................................6
DETERMINE APPRAISAL SCOPE.............................................................................................................................6
DETERMINE OUTPUTS..........................................................................................................................................6
OBTAIN COMMITMENT TO APPRAISAL INPUTS ........................................................................................................7
DEVELOP APPRAISAL PLAN................................................................................................................................7
TAILOR METHOD................................................................................................................................................7
IDENTIFY NEEDED RESOURCES.............................................................................................................................7
DETERMINE COST AND SCHEDULE.........................................................................................................................8
PLAN AND MANAGE LOGISTICS............................................................................................................................8
DOCUMENT AND MANAGE RISKS..........................................................................................................................8
OBTAIN COMMITMENT TO APPRAISAL PLAN...........................................................................................................9
SELECT AND PREPARE TEAM..............................................................................................................................9
IDENTIFY APPRAISAL TEAM LEADER.....................................................................................................................9
SELECT TEAM MEMBERS.....................................................................................................................................9
PREPARE TEAM..................................................................................................................................................9
OBTAIN AND INVENTORY INITIAL OBJECTIVE EVIDENCE.......................................................................................9
OBTAIN INITIAL OBJECTIVE EVIDENCE...................................................................................................................9
INVENTORY OBJECTIVE EVIDENCE.......................................................................................................................10
PREPARE FOR APPRAISAL CONDUCT.................................................................................................................10
PERFORM READINESS REVIEW............................................................................................................................10
PREPARE DATA COLLECTION PLAN.....................................................................................................................10
RE-PLAN DATA COLLECTION.............................................................................................................................10
CONDUCT APPRAISAL.......................................................................................................................10
PREPARE PARTICIPANTS ..................................................................................................................................10
CONDUCT PARTICIPANT BRIEFING ......................................................................................................................10
EXAMINE OBJECTIVE EVIDENCE.......................................................................................................................11
EXAMINE OBJECTIVE EVIDENCE FROM DOCUMENTS ..............................................................................................11
EXAMINE OBJECTIVE EVIDENCE FROM INTERVIEWS ...............................................................................................17
DOCUMENT OBJECTIVE EVIDENCE....................................................................................................................20
TAKE/REVIEW/TAG NOTES................................................................................................................................20
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5. RECORD PRESENCE/ABSENCE OF OBJECTIVE EVIDENCE..........................................................................................22
DOCUMENT PRACTICE IMPLEMENTATION..............................................................................................................22
DOCUMENT PRACTICE IMPLEMENTATION..............................................................................................................22
REVIEW AND UPDATE THE DATA COLLECTION PLAN.............................................................................................22
VERIFY OBJECTIVE EVIDENCE.........................................................................................................................22
VERIFY OBJECTIVE EVIDENCE............................................................................................................................22
CHARACTERIZE IMPLEMENTATION OF MODEL PRACTICES........................................................................................22
VALIDATE PRELIMINARY FINDINGS...................................................................................................................23
VALIDATE PRELIMINARY FINDINGS......................................................................................................................23
GENERATE APPRAISAL RESULTS.......................................................................................................................23
DERIVE FINDINGS AND RATE GOALS....................................................................................................................23
DETERMINE PROCESS AREA CAPABILITY LEVEL...................................................................................................24
DETERMINE SATISFACTION OF PROCESS AREAS ....................................................................................................24
DETERMINE CAPABILITY PROFILE ......................................................................................................................24
DETERMINE MATURITY LEVEL...........................................................................................................................24
DOCUMENT APPRAISAL RESULTS......................................................................................................................24
REPORT RESULTS...............................................................................................................................24
DELIVER APPRAISAL RESULTS..........................................................................................................................24
DELIVER FINAL FINDINGS..................................................................................................................................24
CONDUCT EXECUTIVE SESSIONS..........................................................................................................................25
PLAN FOR NEXT STEPS......................................................................................................................................25
PACKAGE AND ARCHIVE APPRAISAL ASSETS......................................................................................................25
COLLECT LESSONS LEARNED..............................................................................................................................25
GENERATE APPRAISAL RECORD..........................................................................................................................25
PROVIDE APPRAISAL DATA PACKAGE TO CMMI STEWARD...................................................................................25
ARCHIVE AND/OR DISPOSE OF KEY ARTIFACTS.....................................................................................................25
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6. Plan and Prepare for Appraisal
Analyze Requirements
Determine Appraisal Objectives
The appraisal lead holds a preliminary meeting to establish a foundation for the appraisal. In the
meeting it is determined that the main stakeholder and sponsor shall be the vice president of the
marketing department of Extron Electronics. The business needs of the company are to reduce
costs, improve quality and improve time to market. The vice president of marketing also voiced
his concern on evaluating areas of potential risks that may affect the performance of the
organization.
Determine Appraisal Constraints
The appraisal lead has been given some constraints by the vice president of marketing. These
constraints are a timeline in which the appraisal needs to be accomplished, and guidelines for
work interruption. It has been made clear to the lead that appraisal activity should take
approximately 2 weeks, and only CMMI process areas Project Planning and Project Monitoring
and Control shall be assessed in this iteration.
Determine Appraisal Scope
The appraisal lead in conjunction with the vice president of marketing has determined that one
department of the company will be used for appraisal. The department is the Rich Internet
Application (RIA) team, and specifically the PoleVault System Configurator (PVC) application.
The appraisal team will review the Project Planning and Project Monitoring and Control Process
Areas. All other PA’s will be excluded do to time constraints. The entire RIA team will be
included in this appraisal. The RIA team is made up of 3 developers, a lead developer, a graphic
designer, and a project manager.
Determine Outputs
Upon completion of this appraisal the outcome of the output will be
• appraisal records,
• ADS and
• CMMI Steward Data.
The sponsor shall receive the appraisal record, which includes:
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7. • final findings, including statements of strengths and weaknesses documented for every
PA investigated
• all ratings planned for and generated by the team
• the ADS
Obtain Commitment to Appraisal Inputs
The appraisal team leader holds a meeting with the vice president of marketing, the RIA team,
and the appraisal team to inform them about the appraisal and requests their commitment to
provide resources and funding. The vice president requests a formal plan detailing the appraisal.
The appraisal leader agrees to this, and a future meeting is arranged to discuss the details of this
plan.
Develop Appraisal Plan
Tailor Method
In this iteration, all activities in SCAMPI shall be accomplished for Project Planning, and Project
Monitoring and Control Process Areas.
Identify Needed Resources
The appraisal lead has determined that we will need time to interview the RIA team, as well as
management.
Teams:
Appraisal Team:
Appraisal Team Lead: {Name}
Appraisal Team: {Name, name, ..}
RIA Team:
Project Manger: {Name}
Graphic Designer: {Name}
Developer: {Name, name, …}
Management:
Vice President of Marketing: {Name}
Equipment and Facility:
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8. Access to Conference room with overhead projector, screen, and attached computer. A computer
for each member of the appraisal team. Phones for each member of the appraisal team.
Determine Cost and Schedule
The appraisal lead has been given strict guidelines as to how much the company wants to spend
on this appraisal. Following these guidelines, the appraisal lead determines that there are 3 parts
to the estimate. The appraisal teams man hours spent, and the RIA teams time spent in
participating in the appraisal, and the equipment and facilities that are needed for the appraisal.
In addition, the appraisal team is in house so there is no lodging, airfare, or such costs.
• Estimate for appraisal team of 3 members: 80x3 = 240 hours
• Estimate for RIA team involvement for 6 members: 2 hours per day for 2 weeks, 2x6x10
= 120 hours
• Facility arrangement for appraisal team, including computers and phones: None, the
company has these resources available
Plan and Manage Logistics
The appraisal team shall have the main conference room assigned to them for the two weeks that
the SCAMPI would be in progress. Team shall start appraisal at 9AM – 6PM, within which
company staff would be available for various tasks. A separate file server would be setup and the
appraisal team will have access to this drive where all their documents would be saved and
shared. The Human Resource Department will be responsible for various other logistical issues.
Document and Manage Risks
Given the strict schedule, the appraisal lead has determined that there are 3 potential risks,
personnel absence, personnel dishonesty, and equipment failure. The mitigation plan for each is
the following:
• Personnel absence: Conduct conference call
• Personnel dishonestly: After all interviews analyze the results and assume the mean.
• Equipment failure: Have an IT professional on call for help
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9. Obtain Commitment to Appraisal Plan
A formal Appraisal plan document is prepared by the appraisal leader. This document is then
reviewed with the vice president of marketing and all other stakeholders involved, which
includes the RIA team and the rest of the appraisal team. Once the review is complete, both the
appraisal lead and the vice president of marketing will sign off formally on it.
Select and Prepare Team
Identify Appraisal Team Leader
Once the vice president of marketing decides to do the appraisal, he chooses an in house lead
software engineer with 15 years of experience, including 6 years of management, to be the lead
appraiser. He also confirms that this person is an authorized SCAMPI appraiser and that he has
done numerous successful appraisals before.
Select Team Members
The appraisal leader chooses 4 team members, each with 6 years of technical experience, giving
the team a total of 39 years of engineering experience. Each of the team members also have 3
years of management experience, giving the team a total of 18 years of management experience.
The appraisal lead also confirms that each of the team members has taken a SEI-licensed CMMI
course.
In addition, the team confirms that they have all the bases covered as far as lifecycles to be
appraised.
Prepare Team
The appraisal lead sets up an offsite training course in CMMI and SCAMPI for the rest of the
team members. During this offsite training, the team lead holds a luncheon and establishes some
ground rules for the team, as well as making sure the team knows the appraisal objectives and
they are all on the same page.
Before the appraisal process begins, the lead has individual meetings with each of his team
members to discuss their assigned roles and responsibilities.
Obtain and Inventory Initial Objective Evidence
Obtain Initial Objective Evidence
The appraisal team lead retrieves documentation from the RIA team lead as far as what processes
are in place and how they are carried out. This is done to help the appraisal team get a better
understanding of where the team stands and where it needs to go to improve.
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10. Inventory Objective Evidence
The lead, along with the rest of the appraisal team analyzed the Objective Evidence and
confirmed that it was in fact the adequate coverage that they needed for the model practices to be
appraised. The team then organized these documents and places them in a repository for easy
access in the future.
Prepare for Appraisal Conduct
Perform Readiness Review
A meeting was held by the appraisal lead to determine if everyone was ready for proceeding
forward. It was determined that the Objective Evidence was ready, the appraisal team was ready,
all the logistics were being handled, risks were correctly being managed, and in general
everything was ready to move forward.
Prepare Data Collection Plan
In order to obtain a detailed documentation on company and project processes the team creates a
plan and schedule for holding interviews and workshops with the RIA team. Interviews will be
held first with each member of the RIA team. The interviews will be held independently to get
more accurate data and to maintain confidentiality. After these interviews, a series of workshop
will be held to analyze how the RIA team interacts with each other and to the appraisal team.
Re-plan Data Collection
The team lead, along with the rest of the team members, reviewed the inventory of objective
evidence and decided that it is sufficient to complete the appraisal as planned. Re-planning the
data collection will not be necessary; therefore, a formal sign off on the appraisal plan is received
from the main sponsor, vice president of marketing.
Conduct Appraisal
Prepare Participants
Conduct Participant Briefing
A meeting was held with the appraisal participants (RIA team) and the appraisal team lead
described the roles that will be expected from each, including the interviews and workshops.
Each participant was asked to reconfirm their availability for participation.
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11. Examine Objective Evidence
Examine Objective Evidence from Documents
The appraisal team examines the objective evidence from documents and compares with the
specific practices and generic practices of the CMMI Project Planning and Project Monitoring
and Control Process areas to see if they are in place. Within this documentation a position
responsibility document was present. This document stated all the responsibilities of the RIA
team position by position. After reviewing this, along with all the other documentation the
appraisal team concluded that the following specific practices were being addressed for the
Project Planning and Project Monitoring and Control Process Areas.
Project Planning PA:
SP 1.1 Estimate the Scope of the Project
This SP is satisfactory. The RIA team lead is responsible for establishing a top-level work
breakdown structure (WBS) to estimate the scope of the project. The lead produces the
following:
Task descriptions
Work package descriptions
Work breakdown structure (WBS)
SP 1.2 Establish Estimates of Work Product and Task Attributes
This SP is satisfactory. The RIA team lead is responsible for establishing and maintaining
estimates of the attributes of the work products and tasks. The lead produces the following:
Technical approach
Size and complexity of tasks and work products
Estimating models
Attribute estimates
SP 1.3 Define Project Lifecycle
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12. This SP is satisfactory. The RIA team lead is responsible for defining the project lifecycle
phases on which to scope the planning effort. The lead produces the following:
Project lifecycle phases
SP 1.4 Determine Estimates of Effort and Cost
This SP is satisfactory. The RIA team lead is responsible for estimating the project effort and
cost for the work products and tasks based on estimation rationale. The lead produces the
following:
Estimation rationale
Project effort estimates
Project cost estimates
SP 2.1 Establish the Budget and Schedule
This SP is satisfactory. The RIA project manager is responsible for establishing and maintaining
the project’s budget. The project manager produces the following:
Project schedules
Schedule dependencies
Project budget
SP 2.2 Identify Project Risks
This SP is satisfactory. The RIA project manager is responsible for identifying and analyzing
project risks. The project manager produces the following:
Identified risks
Risk impacts and probability of occurrence
Risk priorities
SP 2.3 Plan for Data Management
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13. This SP is satisfactory. The RIA team lead is responsible for a plan for management of the
project data. The lead produces the following:
Data management plan
Master list of managed data
Data content and format description
Data requirements lists for acquirers and for suppliers
Privacy requirements
Security requirements
Security procedures
Mechanism for data retrieval, reproduction, and distribution
Schedule for collection of project data
Listing of project data to be collected
SP 2.4 Plan for Project Resources
This SP is satisfactory. The RIA project manager is responsible for a plan for management of
the project data. The project manager produces the following:
WBS work packages
WBS task dictionary
Staffing requirements based on project size and scope
Critical facilities/equipment list
Process/workflow definitions and diagrams
Program administration requirements list
SP 2.5 Plan for Needed Knowledge and Skills
This SP is satisfactory. The RIA project manager, with the help of the RIA team lead, is
responsible for a plan for management of the project data. The project manager produces the
following:
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14. Inventory of skill needs
Staffing and new hire plans
Database skills and training
SP 2.6 Plan Stakeholder Involvements
This SP is satisfactory. The RIA project manager is responsible for planning for the involvement
of identified stakeholders who in most cases is the vice president of marketing. The project
manager produces the following:
Stakeholder involvement plan
SP 2.7 Establish the Project plan
This SP is satisfactory. The RIA project manager is responsible for establishing and maintaining
the overall project plan content. The project manager produces the following:
Overall project plan
SP 3.1 Review Plans That Affect the Project
This SP is satisfactory. The RIA project manager is responsible for reviewing all plans that
affect the project to understand project commitments. The project manager produces the
following:
Record of the reviews of plans that affect the project
SP 3.2 Reconcile Work and Resource Levels
This SP is satisfactory. The RIA project manager, with the help of the RIA team lead, is
responsible for reconciling the project plan to reflect available and estimated resources. The
project manager produces the following:
Revised methods and corresponding estimating parameters, including better tools, IDE’s and the
use of off-the-shelf components.
Renegotiated budgets
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15. Revised schedules
Revised requirement list
Renegotiated stakeholder agreements
SP 3.3 Obtain Plan Commitment
This SP is satisfactory. The RIA project manager is responsible for obtaining commitment from
relevant stakeholders responsible for performing and supporting plan execution. The project
manager produces the following:
Documented requests for commitments
Documented commitments
Project Monitoring and Control:
SP 1.1 Monitor Project Planning Parameters
This SP is satisfactory. The RIA project manager, with the help of the RIA team lead, is
responsible for monitoring the actual values of the project planning parameters against the
project plan. The project manager produces the following:
Records of the project performance
Records of significant deviations
SP 1.2 Monitor Commitments
This SP is satisfactory. The RIA project manager is responsible for monitoring commitments
against those identified in the project plan. The project manager produces the following:
Records of commitment reviews
SP 1.3 Monitor Project Risks
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16. This SP is satisfactory. The RIA project manager is responsible for monitoring risks against
those identified in the project plan. The project manager produces the following:
Records of the project risk monitoring.
SP 1.4 Monitor Data Management
This SP is satisfactory. The RIA team lead is responsible for monitoring risks against those
identified in the project plan. The lead produces the following:
Records of data management
SP 1.5 Monitor Stakeholder Involvements
This SP is satisfactory. The RIA project manager is responsible for monitoring stakeholder
involvement against the project plan. The project manager produces the following:
Records of data management
SP 1.6 Conduct Progress Reviews
This SP is satisfactory. The RIA project manager, with the help of the RIA team lead, is
responsible for periodically reviewing the project’s progress, performance, and issues. The
project manager produces the following:
Documented project review results
SP 1.7 Conduct Milestone Reviews
This SP is satisfactory. The RIA project manager is responsible for reviewing the
accomplishments and results of the project at selected project milestones. The project manager
produces the following:
Documented milestone review results
SP 2.1 Analyze Issues
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17. This SP is satisfactory. The RIA team lead is responsible for collecting and analyzing the issues
and determine the corrective actions necessary to address the issues. The lead produces the
following:
List of issues needing corrective actions
SP 2.2 Take Corrective Action
This SP is satisfactory. The RIA team lead, with the help of the project manager, is responsible
for taking corrective actions on identified issues. The lead produces the following:
Corrective action plan
SP 2.3 Manage Corrective Action
This SP is satisfactory. The RIA project manager, with the help of the RIA team lead, is
responsible for managing corrective actions to closure. The project manager produces the
following:
Corrective action results
Examine Objective Evidence from Interviews
The appraisal team examines the objective evidence from interviews and compares with the
specific practices and generic practices of the CMMI Project Planning and Project Monitoring
and Control Process areas to see if they are in place. Through the notes taken during the
interviews and workshops the appraisal team concluded that the following generic practices were
being addressed for the Project Planning and Project Monitoring and Control Process Areas.
Project Planning & Project Monitoring and Control PAs:
GP 1.1 Perform Specific Practices
This GP is satisfactory. When the team was asked to show that they perform the specific
practices, they showed some examples on how they performed specific practices on the PVC
project up to date.
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18. GP 2.1 Establish an Organizational Policy
This GP is satisfactory. When the team was asked if an organization policy was established they
showed emails from the VP and other departments displaying their understanding of the
organizational policy.
GP 2.2 Plan the Process
This GP is satisfactory. When the team was asked how they planned the process they walked the
appraisal team through an example.
GP 2.3 Provide Resources
This GP is satisfactory. When the RIA lead and project manager were asked how they provided
resources they went through their interview process on how they recruit the most qualified
candidates and also a list of the software they use for tracking and reporting.
GP 2.4 Assign Responsibility
This GP is satisfactory. When the RIA lead and project manager were asked how they assign
responsibility they went through an example week by week schedule of how the resources are
spread out.
GP 2.5 Train People
This GP is satisfactory. When the RIA lead and project manager were asked how they train
people. They went through their previous year’s budget and expense report on training classes
aimed at estimating, budgeting, negotiating, risk identification, data management, planning and
scheduling, risk management and data management, and monitoring and control of the project.
GP 2.6 Manage Configurations
This GP is satisfactory. When the RIA lead and project manager were asked how they manage
configurations. They showed examples of how their work breakdown structure, project plan,
data management plan, stakeholder plan, project schedules with status, project measurement data
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19. and analysis, earned value report documents were stored in source control software and
versioned accordingly.
GP 2.7 Identify and Involve Relevant Stakeholders
This GP is satisfactory. When the RIA lead and project manager were asked how they identified
and involved relevant stakeholders. They showed examples of their incremental review process
of establishing estimates, reviewing and resolving issues on the completeness and correctness of
the project risks, reviewing data management plans, establishing project plans, reviewing project
plans and resolving issues on work and resource issues, assessing the project against the plan,
reviewing commitments and resolving issues, reviewing project risks, reviewing data
management activities, reviewing project progress, managing corrective actions to closure.
GP 2.8 Monitor and Control the Process
This GP is satisfactory. When the RIA project manager was asked how they monitored and
controlled the process. He showed examples of how the original plan had a number of revisions,
how the cost, schedule, and effort changed per plan revision and the schedule for development
and maintenance of the program plans. They also showed examples of how they track number of
open and closed corrective actions, schedule with status for monthly financial data collection,
analysis, and reporting, number and types of reviews performed, review schedule(planned versus
actual and slipped target dates), schedule for collection and analysis for monitoring data.
GP 2.9 Objectively Evaluate Adherence
This GP is satisfactory. When the appraisal team objectively evaluated the adherence of the
project planning process against its process description, standards and procedures they found
multiple sign off forms and formal review meeting summaries that confirmed adherence.
GP 2.10 Review Status with Higher Level Management
This GP is satisfactory. When the RIA team was asked how they review status with higher
management they showed examples of meeting summary reports and sign offs on all project
planning and project monitoring and control processes.
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20. Document Objective Evidence
Take/Review/Tag Notes
The RIA team has a standard Project Planning and Project Monitoring and Control document. In
this document there are sections and subsections. The sections are in unison with the Specific
Goals and Specific practices of the staged representation of the CMMI. The standard document
is outlined below, as well as evidence from the PVC project:
RIA Standard CMMI practices Evidence
Document
RIA Section 1.0- All SP under PP SG 1 Documentation from
Establish Estimates as Establish Estimates the PVC project
guided by CMMI throughout its
Project Planning PA lifecycle. (Attached
SG1 to this document)
RIA Section 1.1 – All SP under PP SG 2 Documentation from
Develop Project Plan as Develop Project Plan the PVC project
guided by CMMI throughout its
Project Planning PA lifecycle. (Attached
SG 2 to this document)
RIA Section 1.2 – All SP under PP SG 3 Documentation from
Obtain Commitment to Obtain Plan the PVC project
the Plan as guided by Commitment throughout its
CMMI Project Planning lifecycle. (Attached
PA SG 3 to this document)
RIA Section 1.3 – All GP under PP GG 1 Documentation from
Achieve Specific Goals Achieve Specific Goals the PVC project
as guided by CMMI throughout its
Project Planning PA lifecycle. (Attached
GG 1 to this document)
RIA Section 1.4 – All GP under PP GG 2 Documentation from
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21. Institutionalize a Institutionalize a the PVC project
Managed Process as Managed process throughout its
guided by CMMI lifecycle. (Attached
Project Planning PA to this document)
GG 2
RIA Section 2.0 – All SP under PMC SG Documentation from
Monitor Project 1 Monitor Project the PVC project
Against Plan as guided Against plan throughout its
by CMMI Project lifecycle. (Attached
Monitoring and Control to this document)
PA SG 1
RIA Section 2.1 – All SP under PMC SG Documentation from
Manage Corrective 2 Manage Corrective the PVC project
Action to Closure as Action to Closure throughout its
guided by CMMI lifecycle. (Attached
Project Monitoring and to this document)
Control PA SG 2
RIA Section 2.2 – All GP under PMC GG Documentation from
Achieve Specific Goals 1 Achieve Specific the PVC project
as guided by CMMI Goals throughout its
Project Monitoring and lifecycle. (Attached
Control PA GG 1 to this document)
RIA Section 2.3 – All GP under PMC GG Documentation from
Institutionalize a 2 Institutionalize a the PVC project
Managed Process as Managed Process throughout its
guided by CMMI lifecycle. (Attached
Project Monitoring and to this document)
Control PA GG 2
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22. Record Presence/Absence of Objective Evidence
All SP’s and GP’s for both Project Planning and Project Monitoring and Control Process Areas
are present as described earlier within this document, sections 2b and 2c.
Document Practice Implementation
A meeting is set up between appraisal team, RIA team, and the VP of marketing and the
appraisal team hands out documentation and discusses with everyone the good news of the team
not having any gaps.
Document Practice Implementation
A meeting is set up between appraisal team, RIA team, and the VP of marketing and the
appraisal team hands out documentation and discusses with everyone the good news of the team
not having any gaps.
Review and Update the Data Collection Plan
All the necessary data which were collected during the inventory of objective evidence, was
reviewed. Those reviews were held between RIA team and appraisal team. During this activity
every document along with the data were carefully reviewed and concluded that there are no
updates to the data collection plan required.
Verify Objective Evidence
Verify Objective Evidence
Appraisal team lead along with the team has verified all the direct and indirect artifacts. Those
artifacts were collected during the
Collection of evidence phase of PVC project.
Characterize Implementation of Model Practices
After the verification of all the documents and data, appraisal team characterized the each
practices. Following table has outlined all the SP and GP for PP and PMC PA.
Practice for PP Implementation
SG1 FI (Fully Implemented)
SG2 FI
GG2 LI (Largely Implemented)
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23. Practice for PMC Implementation
SG1 FI
SG2 FI
SG3 FI
GG2 LI
Validate Preliminary Findings
Validate Preliminary Findings
For the Preliminary validation, appraisal team and RIA team of the PVC project had numbers of
meetings. They validate all the findings which were gathered during inventory of objective
evidence phase. Appraisal team also validated that the traceability between input and output
appraisal were sufficient.
Generate Appraisal Results
Derive Findings and rate Goals
After the validation with appraisal team and RIA team, it was concluded that all the SG and GG
of PP and PMC process areas were satisfied.
Practice for PP Implementation Rate
SG1 FI (Fully Implemented) Satisfied
SG2 FI Satisfied
GG2 LI (Largely Implemented) Satisfied
Practice for PMC Implementation Rate
SG1 FI Satisfied
SG2 FI Satisfied
SG3 FI Satisfied
GG2 LI Satisfied
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24. Determine Process Area Capability Level
Staged Representation of CMMI has been implemented in PVC project for PP and PMC process
areas. After the appraisal was completed the appraisal team’s assessment concludes that the
capability level of the PVC project has within the PP and PMC process area capability level.
Determine Satisfaction of Process Areas
The appraisal team finds all the specific and generic goals for PMC and PP process areas have
been followed during the PVC project implementation.
Determine Capability Profile
Since PVC project followed Staged Representation of CMMI Level 2 therefore this activity will
be omitted.
Determine Maturity Level
The appraisal team lead along with the team finds that PP and PMC process areas in scope for
CMMI Maturity Level 2 because those PA have been satisfied all the specific and generic goals.
Document Appraisal Results
Appraisal Team created a report in which they documented all their findings, rating and
Appraisal Disclosures Statement (ADS) of the PVC project.
Report Results
Deliver Appraisal Results
After the object evidence has been verified and validated, rating has been determined and final
result documented and reviewed, appraisal team has delivered final finding and plan for next step
activities.
Deliver Final Findings
A document has been created with final findings and also the Appraisal Disclosures Statement
(ADS) provided to the RIA stakeholders. ADS conclude all the results and conditions of PMC
and PP process area of PVC project.
These final document and ADS have been signed by appraisal team along with the Team Leader.
For the delivering of those documents a meeting has been arranged with all the Appraisal Team,
and the RIA team.
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25. Conduct Executive Sessions
Meeting with the marketing VP of RIA was conducted in which all the findings were
documented in reports where were presented by Appraisal Team.
After the results and finding, Sr. Management were glad to hear that the entire appraisal process
went well and company achieved the CMMI Maturity Level 2 in PP and PMC process areas for
PVC project.
Plan for Next Steps
Since PVC project achieve CMMI Maturity level 2 successfully, therefore it was decided by
senior management that process areas PP and PMC should be implemented in entire organization
so that organization can achieve the CMMI Level 3.
Package and Archive Appraisal Assets
Collect Lessons Learned
The entire appraisal activities were under the budget and finished the appraisal process on time.
It was also decided that every project in the organization should have formal documentation
because on numerous occasions, when there was no documentation the appraisal team needed to
go through with interview process, which was time consuming.
Generate Appraisal Record
Appraisal team lead did the baseline of the appraisal data and provided it to RIA project
manager. Also all the required SCAMPI documentation was provided. Team leader also
generated the appraisal record from baseline planning and execution data collect throughout the
appraisal, which were also provided to the RIA project manager. RIA project manager placed
those documents, reports and data into the company repository.
Provide Appraisal Data Package to CMMI Steward
The appraisal team leader ensured that the completed appraisal report along with soft copies of
approved ADS, approved appraisal input, approved appraisal plan and the final findings
presentation or report, was delivered to the CMMI Steward.
Archive and/or Dispose of Key Artifacts
Appraisal team lead archived the work products which were collected during the appraisal. The
soft copy of the documents and reports were copied into CD, and returned to RIA project
manager along with the hard copies. However the evidence provided by RIA team was returned
back. All the meeting minutes and notes taken during the appraisal were disposed of.
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