MATURITY LEVEL - CMMI CREATED BY RAMBOE.ppt

PROPERTY OF RAMBOE

1. MATURITY LEVEL
CAPABILITIES MATURITY MODEL INTEGRATION
PT. SEMEN TONASA, 27 –29 May 2015

2. PERKENALKANSAYA……
RAMBOE
•Bachelor of Mechanical Engineering-University of Indonesia, Indonesia. Certified TQM,
Certified Train The Trainer. Certified TPM, Certified Productivity Management, Certified
New Product Development, Certified Project Management, Certified Purchasing
Management, Certified Auditor ISO 14001, Certified Auditor ISO 18001, Certified HIRA –
OHSAS, Certified Fire Risk Analysis, Certified Internal Auditor ISO 9000, Certified Cost
Reduction -CoTa, Certified Mastering Rockefeller Habits, Certifier 5S award certification,
Certifier CPM (Certified ProductionManager) & CPF (Certified ProductionForeman)

3. MANFAAT CMMI?????
•Penilaian studi kualitas (assessing) atas proses kematangan
(maturity) terkini.
•Meningkatkan kualitas struktur organisasi dan pemrosesan
dengan mengikuti pendekatan best-practice.
•Digunakan dalam proses uji-kinerja (benchmarking) dengan
organisasi lainnya.
•Meningkatkan produktivitas dan menekan resiko proyek.
•Menekan resiko dalam pengembangan perangkat lunak.
•Meningkatkan kepuasan pelanggan.
•Mempunyai fitur-fitur yang bersifat institusional, yaitu
komitmen, kemampuan untuk melakukan sesuatu, analisis
dan pengukuran serta verifikasi implementasi.
•Tersedianya “Road Map” untuk peningkatan lebih lanjut

4. KARAKTERISTIK TINGKAT KEMATANGAN
Diambil dari http://en.wikipedia.org/wiki/Capability_Maturity_Model_Integration

5. TOPIK PEMBAHASAN
•Latar belakang munculnya istilah Maturity Level
•Manfaat menerapkan Maturity Level pada perusahaan
•Visi misi serta kemauan dalam menerapkan Maturity Level
•Standard umum pada Maturity Level
•Mengenal 5 Maturity Level
•CMMI versus ISO
•7 unsur yang mempengaruhi program Maturity Level:
•People, Skills, System, Policies, Procedures, Proces, Product
•Maturity Level assessment pada proses kerja
•Unsur-unsur kriteria penilaian Maturity Level
•Bagaimana mengelola sumber daya manusia dalam mencapai
Maturity Level 5
•Kuisioner Maturity Level

6. Latar Belakang Munculnya Istilah Maturity Level
•DiawaliolehterbentuknyaSEI–
SoftwareEngineeringInstitute(SEI)
ditahun1984.
•SEIdanDepartemenPertahanan
AmerikaSerikatmempublikasikan
CMMpertamaditahun1987.CMM
adalahCapabilityMaturityModel
(ModelKematanganKemampuan).
DiambildaristandarElectronic
IndustriesAllianceInterimStandard
(EIA/IS)731Yangkemudian
dipublikasikanSW-CMM ver1.1,
setelahmodeldimurnikan.

7. Latar Belakang Munculnya Istilah Maturity Level
Sejarah lahirnya CMM, CMMI.
1987 1991 1995 1997 2000 2002
First CMM
Published
Model Refined
and Published as
SW-CMM v1.0
SW-CMM v1.1
Published
1993
Software Acquisition (SA-CMM),
Systems Engineering (SE-CMM),
Integrated Product Development (IPD-CMM),
Organizational Workforce Capability Development (People CMM)
Developed
CMMI Initiative
Launched
CMMI-SE/SW
Version 1.0
Published
CMMI-SE/SW/IPPD/A
Version 1.1
Published

8. Latar Belakang Munculnya Istilah Maturity Level

9. DISKUSI KELOMPOK
Apa yang kita biasanya lakukan ketika masalah
dalam pengembangan produk muncul?
_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________

10. Latar Belakang Munculnya Istilah Maturity Level
1.Model Kematangan
KemampuanuntukSoftware
(SW-CMM®)v2.0rancanganC,
2.ElectronicIndustriesAlliance
InterimStandard(EIA/IS)731,
3.PengembanganProdukTerpadu
Model Kematangan
Kemampuan(IPD-CMM®)v0.98.
Kerangka
peningkatantunggal
untukdigunakanoleh
organisasimengikuti
PerbaikanProsesDi
SeluruhPerusahaan.
KEBUTUHANUNTUKMODELTERINTEGRASI/TERPADU:

11. Latar Belakang Munculnya Istilah Maturity Level
•SystemEngineering–RekayasaSistem.
Rekayasasistemmeliputipengembangansistemtotal,yang
mungkinataumungkintidaktermasukperangkatlunak.Engineer
Sistemfokuspadatransformasipelanggankebutuhan,harapan,dan
kendaladalamsolusiprodukdanmendukungsolusiprodukinidi
seluruhsiklushidupproduk.
•SoftwareEngineering–RekayasaPerangkatLunak.
Rekayasaperangkatlunakmeliputipengembangansistem
perangkatlunak.Engineerperangkatlunakfokuspadapenerapan
sistematis,disiplin,danterukurpendekatanuntukpengembangan,
operasi,danpemeliharaansoftware.
KEBUTUHANUNTUKMODELTERINTEGRASI/TERPADU:

12. Latar Belakang Munculnya Istilah Maturity Level
•IntegratedProductandProcessDevelopment–
PengembanganProdukdanPrentosesTerpadu.
ProdukdanProsesPembangunanterintegrasi(IPPD)adalah
Pendekatansistematisyangmencapaikolaborasiyangtepatwaktu
daripihakterkaitsepanjanghidupprodukuntuklebihmemenuhi
kebutuhanpelanggan,harapan,dankebutuhan.Prosesuntuk
mendukungpendekatanIPPDterintegrasidenganproseslaindalam
organisasi.TheIPPDareaproses,tujuankhusus,danpraktiktertu
sajatidakdapatmencapaiIPPD.
KEBUTUHANUNTUKMODELTERINTEGRASI/TERPADU:

13. Latar Belakang Munculnya Istilah Maturity Level
System Engineering & System Management.
•System Engineering -Rekayasa sistem.
Rekayasa sistem berkaitan dengan rekayasa dari sistem.
•System Management –Manajemen sistem.
Manajemen sistem berkaitan dengan manajemen strategis
tingkat rekayasa sistem.
Upaya rekayasa sistem karena itu harus melibatkan:
•Manajemen sistem;
•Proses sistem;
•Sistem metode teknik dan alat-alat atau teknologi.

14. Latar Belakang Munculnya Istilah Maturity Level
System Engineering & System Management.
•System Engineering -Rekayasa sistem.
Rekayasa sistem berkaitan dengan rekayasa dari sistem.
•System Management –Manajemen sistem.
Manajemen sistem berkaitan dengan manajemen strategis
tingkat rekayasa sistem.
Upaya rekayasa sistem karena itu harus melibatkan:
•Manajemen sistem;
•Proses sistem;
•Sistem metode teknik dan alat-alat atau teknologi.

15. Latar Belakang Munculnya Istilah Maturity Level
System Engineering & System Management.
•System Engineering -Rekayasa sistem.
Rekayasa sistem berkaitan dengan rekayasa dari sistem.
•System Management –Manajemen sistem.
Manajemen sistem berkaitan dengan manajemen strategis
tingkat rekayasa sistem.
Upaya rekayasa sistem karena itu harus melibatkan:
•Manajemen sistem;
•Proses sistem;
•Sistem metode teknik dan alat-alat atau teknologi.

16. Latar Belakang Munculnya Istilah Maturity Level
Tiga Level Rekayasa Sistem:
System Management
System Engineering
process or methodologies
System Engineering
methods and tools or
technologies
System Engineering
team
System product or service
under development
Management technology. (From: [1]. © 1999 John Wiley & Sons, Inc.
Reprinted with permission.)

17. Latar Belakang Munculnya Istilah Maturity Level
Tiga Level Rekayasa Sistem:
Management technology. (From: [1]. © 1999 John Wiley & Sons, Inc.
Reprinted with permission.)

18. Guidance for Action Planning Roadmap

19. Manfaat menerapkan Maturity Level pada
perusahaan
Menerapkan proses disiplin dalam organisasi membantu dalam
mencapai:
•Peningkatan dalam kontrol organisasi atas pelaksanaan proyek
•Meningkatkan kemampuan untuk memenuhi tujuan proyek
dan meningkatkan profitabilitas
•Peningkatan produktivitas, kualitas, penurunan waktu siklus
proyek
•Peningkatan kepuasan pelanggan, memenuhi tujuan bisnis
•Peningkatan dalam bisnis dan pertumbuhan
Kembali ini juga diindikasikan sebagai penurunan Biaya Kualitas
dan penurunan Biaya Kualitas Buruk (COPQ).

20. Mengapakitaharuspeduli??
•Ketika Perencanaan proyek tidak dilakukan dengan baik ...
•Apa yang akan Anda lihat ...
–Perkiraan burukyang menyebabkan biaya dan jadwal berlebihan.
–Tidak dapat menemukan penyimpangan dari rencana yang tidak
terdokumentasi
–Sumber tidak tersedia / diterapkan bila diperlukan.
–Tidak dapat memenuhi komitmen.
•Mengapa kita harus peduli??? Karena…………
–Konsumen tidak mempercayai supplier yang mana memboroskan
sumber daya mereka.
–Tidak ada poin pembelajaran untuk proyek yang akan datang berarti
membuat kesalahan yang sama pada beberapa proyek yang lain.
–Bila anda gagal dalam berencana maka anda berencana untuk gagal!!!

21. Visi misi serta kemauan dalam menerapkan
Maturity Level
•Visiadalahgambarpedomankeberhasilandibentuk
dalamhalkontribusikepadamasyarakat.
•Sebuahpernyataanmisimenjawabpertanyaan:
–Mengapaorganisasikitaada?
–Bisnisapayangkitalakukan?
–Nilai-nilaiapayangakanmembimbingkita?
•Visi,bagaimanapun,adalahlebihmencakup.Itu
menjawabpertanyaan:
–Terlihatsepertiapasuksesnanti?
–Iniadalahmengejargambarkesuksesanyangbenar-benar
memotivasioranguntukbekerjabersama-sama.

22. Dukungan Untuk Pemimpin Proyek Untuk Lebih
Baik Mengelola Dan Mengendalikan
Tampaknyahanyamasukakalbahwajikamerekabersediauntuk
mendukunginisiatifperbaikanprosesmerekaharusdapat
mengharapkanbeberapaatausemuahasilyangdisarankan:
•Jadwalyanglebihakurat;
•Produktivitasyanglebihtinggidaripengembang;
•Produk-produkberkualitasbaik;
•Persyaratandapatdilacak;
•Itemkonfigurasidikendalikan;
•Ulasandifokuskanpadakomponen-komponenpenting;
•Kontrolyanglebihbaikdaripemasok;
•Penguranganrisikopotensial.

23. 23/
Mengenai Model CMMI
•Tujuan:
“Tujuan dari Integrasi CMM adalah untuk
memberikan pedoman untuk meningkatkan proses
organisasi dan kemampuan Anda untuk mengelola
pengembangan, akuisisi, dan pemeliharaan produk
atau jasa.”

24. Capability Maturity Model Integration 24/97
Pemilihan Model CMMI
•Beberapa model yang tersedia
•Memilih model yang paling sesuai dengan
kebutuhan organisasi Anda
•Representasi:
–Continuous
–Staged

25. 25/97
Representasi Model CMMI

26. 26/97
Representasi Staged
•Memberikan urutan perbaikan
•Izin perbandingan menemukan dan di antara
organisasi
•Migrasi yang mudah dari SW-CMM kepada CMMI
•Peringkat tunggal yang merangkum hasil penilaian

27. 27
Process Area 1 Process Area 2 Process Area 3
Specific Goals Generic Goals
Specific
Practices
Generic
Practices
Representasi Staged
Maturity Levels

28. 28/97
Representasi Continuous
•Pilihurutanperbaikanyangpalingmemenuhitujuanbisnis
organisasi.
•Perbandingandiseluruhdandiantaraorganisasipadaarea
proses.
•Migrasiyangmudahdarialiansiindustrielektronikstandar
interim(EIA/IS)731keCMMI.
•Perbandinganmudahdariperbaikanproseskepadaorganisasi
internasionaluntukstandardisasidanInternational
ElectrotechnicalCommission(ISO/IEC)15504.

29. 29
Process Area 1 Process Area 2 Process Area 3
Specific Goals Generic Goals
Specific
Practices
Generic
Practices
Capability levels
Representasi Continuous

30. 30/97
Manakah Model Terintegrasi Untuk Anda
Pilih?
•Empat Badan pengetahuan untuk pemilihan
model CMMI:
–Systems engineering
–Software engineering
–Integrated product and process development
–Supplier sourcing

31. 31/97
Systems Engineering –Rekayasa Sistem
•Pengembangansistemtotal
•Fokuspadamengubahkebutuhanpelanggan
menjadisolusiproduk
•Mendukungsolusiprodukinisepanjanghidup
produk`
•Modelsistemrekayasa:
–Processmanagement
–Projectmanagement
–Support
–Engineeringprocessareas

32. 32/97
Software Engineering –Rekayasa Peramgkat
Lunak
•Meliputipengembangansistemperangkatlunak
•Fokuspada:Menerapkansistematis,disiplin,dan
pendekatankuantitatifkepadapengembangan
operasi
•Perawatanperangkatlunak
•Modelrekayasaperangkatlunak:
–Processmanagement
–Projectmanagement
–Support
–Engineeringprocessareas

33. 33/97
Integrated Product and Process Development –
Pengembangan Produk & Proses Terpadu
•Pendekatansistematisuntuklebihmemenuhi
kebutuhanpelanggan.
•ProsesuntukmendukungpendekatanIPPDterpadu
denganproseslaindalamorganisasi.
•Model–modelIPPD:
–Processmanagement
–Projectmanagement
–Support
–Engineeringprocessareas

34. 34/97
Supplier Sourcing –Sumber Pemasok
•Gunakan pemasok yang dibutuhkan oleh
proyek ketika upaya kerja menjadi lebih
kompleks.
•Model-model pada sumber pemasok:
–Process management
–Project management
–Support
–Engineering process areas

35. Sebuah Rekomendasi
•Pilih kedua sistem dan rekayasa perangkat
lunak
•Berdasarkan fakta bahwa hanya perbedaan
antara model adalah jenis amplifikasi
termasuk disiplin.
•Jika tidak model yang
persis sama

36. Maturity Levels –Tingkat Kematangan
•Sebuahtingkatkematanganadalahmasa
stabilevolusididefinisikandenganbaik
menggambarkancaradimanasatuset
tertentudariprosesdilakukan.
•Tingkatkematanganberlakuuntuk
organisasi.
•Adalimatingkatkematangan
–Level0tidakdigunakansebagaitingkat
kematangan.
•Unitsumbuvertikaldalamangka
representasidipentaskanyangmengikuti.
36/97

37. Capability Levels –Tingkat Kemampuan
•TingkatKemampuanadalahmasa
stabilevolusididefinisikandengan
baikmenggambarkancaradimana
prosesdilakukan.
•Tingkatkemampuanberlakuuntuk
daerahprosesindividu.
•Adaenamtingkatkemampuan.
•Unitsumbuvertikaldalamangka
representasiterusmenerusyang
mengikuti.
37/97

38. 38/97
Perbandingan Representasi
•Staged •Continuous
Perbaikan proses diukur
dengan menggunakan
tingkat kematangan.
Tingkat kematangan
adalah tingkat perbaikan
proses di satu set standar
dari area proses.
Kematangan organisasi
berkaitan dengan "jatuh
tempo" dari serangkaian
proses di seluruh
organisasi
Perbaikan proses diukur
dengan menggunakan
tingkat kemampuan.
Tingkat kemampuan adalah
pencapaian perbaikan proses
dalam suatu area proses
individu.
Kemampuan area proses
berkaitan dengan "jatuh
tempo" dari proses tertentu
di seluruh organisasi.

39. 39/97
KEUNTUNGAN SETIAP REPRESENTASI
•STAGED
•Menyediakan peta jalan untuk menerapkan
–kelompok area proses
–urutan pelaksanaan
•Struktur familiar bagi mereka transisi dari Software CMM
•CONTINUOUS
•Memberikan fleksibilitas maksimum untuk fokus pada area
proses yang spesifik sesuai dengan tujuan bisnis dan tujuan
•Struktur familiar bagi mereka transisi dari EIA 731

40. CMMI
versus
ISO

41. ISO 9001:2000 to CMMI correlation
•Pelembagaan;
•Menciptakan dan memelihara aset proses organisasi:
–Repositori Pengukuran Organisasi;
–Database praktik terbaik yang baik dan;
•Rincian yang hilang untuk area proses berikut:
–Pelatihan organisasi;
–Manajemen Risiko;
–Keputusan Analisis dan Resolusi;
–Kinerja Proses organisasi;
–Kuantitatif Manajemen Proyek;
–Inovasi Organisasi dan Penyebaran;
–Analisis kausal.

42. CMMI to ISO 9001:2000 correlation
•Tidak ada persyaratan yang jelas untuk:
–Fokus pelanggan dan kepuasan;
–Perwakilan manajemen bertanggung jawab untuk
manajemen mutu;
–Infrastruktur (bangunan, ruang kerja, peralatan,
dan sebagainya);
–Milik pelanggan;
–Pengendalian pemantauan dan alat ukur (korelasi
lemah).

43. 43/97
CMMI Levels

44. 44/97
Level Requirements

45. 45/97
Level Requirements

46. apabilityMaturity Model Integration 46/97
Continuous Representation

47. 47/97
CMMI Process Areas Categories

48. 48/97
CMMI Model Components
Staged Representation
Maturity Levels
Process Area 1 Process Area 2 Process Area n
Specific Goals Generic Goals
Specific Practices
Commitment
to Perform
Ability
to Perform
Directing
Implementation
Verifying
Implementation
Generic Practices

49. 49/97
Standard Umum Maturity Levels
•Menyediakancarauntukmemprediksikinerja
masadepansuatuorganisasidalamdisiplin
ilmutertentuataumenetapkandisiplinilmu.
•DalammodelCMMI,Ada5lingkat
kematangan:
1.Initial
2.Managed
3.Defined
4.Quantitativelymanaged
5.Optimizing

50. 50/97
Detail Tingkat Kematangan
•Terdiri dari satu set standar dari area proses
•Diukur dengan pencapaian tujuan tertentu
dan generik.

51. 51/97
Maturity Level Details

53. 53/97
Equivalent Staging

54. 54/97
Maturity Level 1: Initial
•Proses biasanya ad hoc dan kacau
•Organisasi biasanya tidak menyediakan lingkungan yang
stabil
•Organisasi tingkat kematangan sering menghasilkan
produk dan jasa yang bekerja
•Tingkat kematangan Organisasi yang ditandai dengan:
–Kecenderungan untuk lebih melakukan
–Meninggalkan proses dalam waktu krisis
–Tidak dapat mengulang kesuksesan masa lalu mereka

55. 55/97
Maturity Level 2: Managed
•Organisasi telah mencapai semua tujuan
spesifik dan generik
•Proyek organisasi telah memastikan bahwa:
–Persyaratan dikelola
–Proses direncanakan
–Dilakukan, diukur, dan dikendalikan

56. 56/97
Maturity Level 2: Managed Process Areas
•REQUIREMENTS MANAGEMENT
The purpose of Requirements Management (REQM) is to manage the requirements of the
project’s products and product components and to identify inconsistencies between those
requirements and the project’s plans and work products.
•PROJECT PLANNING
The purpose of Project Planning (PP) is to establish and maintain plans that define project
activities.
•PROJECT MONITORING AND CONTROLThe purpose of Project Monitoring and
Control (PMC) is to provide an understanding of the project’s progress so that appropriate
corrective actions can be taken when the project’s performance deviates significantly from
the plan.
•SUPPLIER AGREEMENT MANAGEMENT
The purpose of Supplier Agreement Management (SAM) is to manage the acquisition of
products from suppliers.

57. 57/97
Maturity Level 2: Managed Process Areas
•MEASUREMENT AND ANALYSIS
The purpose of Measurement and Analysis (MA) is to develop and sustain a measurement
capability that is used to support management information needs.
•PROCESS AND PRODUCT QUALITY ASSURANCE
The purpose of Process and Product Quality Assurance (PPQA) is to provide staff and
management with objective insight into processes and associated work products.
•CONFIGURATION MANAGEMENT
The purpose of Configuration Management (CM) is to establish and maintain the integrity of
work products using configuration identification, configuration control, configuration status
accounting, and configuration audits.

58. 58/97
Maturity Level 3: Defined
•Prosesditandaidenganbaik,dandipahami,
dijelaskandalamstandar,prosedur,alatdan
metode
•Organisasimenetapkanprosesstandar,
didirikandanditingkatkandariwaktukewaktu
•Membangunkonsistensidiseluruhorganisasi

59. 59/97
Maturity Level 3: Defined Process Areas
•REQUIREMENTS DEVELOPMENT
The purpose of Requirements Development (RD) is to produce and analyze customer,
product, and product component requirements.
•TECHNICAL SOLUTION
The purpose of Technical Solution (TS) is to design, develop, and implement solutions to
requirements. Solutions, designs, and implementations encompass products, product
components, and product-related lifecycle processes either singly or in combination as
appropriate.
•PRODUCT INTEGRATION
The purpose of Product Integration (PI) is to assemble the product from the product
components, ensure that the product, as integrated, functions properly, and deliver the
product.

60. 60/97
Maturity Level 3: Defined Process Areas
•VERIFICATION
The purpose of Verification (VER) is to ensure that selected work products meet their
specified requirements.
•VALIDATION
The purpose of Validation (VAL) is to demonstrate that a product or product component
fulfills its intended use when placed in its intended environment.
•ORGANIZATIONAL PROCESS FOCUS
The purpose of Organizational Process Focus (OPF) is to plan, implement, and deploy
organizational process improvements based on a thorough understanding of the current
strengths and weaknesses of the organization’s processes and process assets.
•ORGANIZATIONAL TRAINING
The purpose of Organizational Training (OT) is to develop the skills and knowledge of
people so they can perform their roles effectively and efficiently.

61. 61/97
Maturity Level 3: Defined Process Areas
•ORGANIZATIONAL PROCESS DEFINITION +IPPD
The purpose of Organizational Process Definition (OPD) is to establish and maintain a usable set of
organizational process assets and work environment standards.
•IPPD Addition
For IPPD, Organizational Process Definition +IPPD also covers the establishment of organizational rules and
guidelines that enable conducting work using integrated teams.
•INTEGRATED PROJECT MANAGEMENT +IPPD
The purpose of Integrated Project Management (IPM) is to establish and manage the project and the
involvement of the relevant stakeholders according to an integrated and defined process that is tailored
from the organization’s set of standard processes.
•IPPD Addition
For IPPD, Integrated Project Management +IPPD also covers the establishment of a shared vision for the
project and the establishment of integrated teams that will carry out objectives of the project.

62. 62/97
Maturity Level 3: Defined Process Areas
•RISK MANAGEMENT
The purpose of Risk Management (RSKM) is to identify potential problems before they occur
so that risk-handling activities can be planned and invoked as needed across the life of the
product or project to mitigate adverse impacts on achieving objectives.
•DECISION ANALYSIS AND RESOLUTION
The purpose of Decision Analysis and Resolution (DAR) is to analyze possible decisions using a
formal evaluation process that evaluates identified alternatives against established criteria.
•INTEGRATED TEAMING
The purpose of Integrated Teaming is to form and sustain an integrated team for the
development of work products.
•INTEGRATED SUPPLIER MANAGEMENT
The purpose of Integrated Supplier Management is to proactively identify sources of
products that may be used to satisfy the project’s requirements and to manage selected
suppliers while maintaining a cooperative project-supplier relationship.
•ORGANIZATIONAL ENVIRONMENT FOR INTEGRATION
The purpose of Organizational Environment for Integration is to provide an Integrated
Product and Process Development (IPPD) infrastructure and manage people for integration.

63. 63/97
Maturity Level 4: Quantitatively Managed
•Subprocesses are selected that significantly contribute to
overall process performance
•As criteria in managing process the quantitative objects for
quality are established
•Quantitative objectives are based on:
–Needs of a customer
–End users
–Organization
–Process implements
•For these processes, detailed measures of process
performance are collected and statistically analyzed

64. 64/97
Maturity Level 4: Quantitatively Managed
Process Areas
•ORGANIZATIONAL PROCESS PERFORMANCE
The purpose of Organizational Process Performance (OPP) is to establish and maintain a
quantitative understanding of the performance of the organization’s set of standard
processes in support of quality and process-performance objectives, and to provide the
process-performance data, baselines, and models to quantitatively manage the organization’s
projects.
•QUANTITATIVE PROJECT MANAGEMENT
The purpose of Quantitative Project Management (QPM) is to quantitatively manage the
project’s defined process to achieve the project’s established quality and process-
performance objectives.

65. 65/97
Maturity Level 5: Optimizing
•Focuses on continually improving process
performance through:
–Incremental technological improvements
–Innovative technological improvements
•Both processes are the organization’s set of
measurable improvement activities

66. 66/97
Maturity Level 5: Optimizing Process Areas
•ORGANIZATIONAL INNOVATION AND DEPLOYMENT
ThepurposeofOrganizationalInnovationandDeployment
(OID)istoselectanddeployincrementalandinnovative
improvementsthatmeasurablyimprovetheorganization’s
processesandtechnologies.Theimprovementssupportthe
organization’squalityandprocess-performanceobjectivesas
derivedfromtheorganization’sbusinessobjectives.
•CAUSAL ANALYSIS AND RESOLUTION
ThepurposeofCausalAnalysisandResolution(CAR)isto
identifycausesofdefectsandotherproblemsandtakeaction
topreventthemfromoccurringinthefuture.

67. 67/97
Melewatkan Tingkat Kematangan
•Melaluirepresentasibertahapsebuah
organisasiharusberkembanguntuk
membangunbudayakeunggulan.
•Setiaptingkatkematanganmembentukdasar
yangdiperlukanuntukmembanguntingkat
berikutnya.
•Mencobauntukmelewatitingkatkematangan
biasanyakontraproduktif

68. 68/97
Required, Expected, and Informative
Components
•The components of CMMI model are grouped into these three
categories :
1.Required:
–Specific and generic goals
–Must be achieved by an organization’s planned and implemented
process
–Essential to rating the achievement of a process area
–Only the statement of the specific or generic goal is a required model
component
–The title of a specific or generic goal and any other notes are
considered informative model components

69. 69/97
Required, Expected, and Informative
Components
2.Expected:
–Specific and generic practices
–Describe what an organization will typically implement to
achieve a required components
–Only the statement of the practice is a expected model
component
–The title of a practice and any notes associated with the practice
are considered informative model components

70. 70/97
Required, Expected, and Informative
Components
3.Informative:
–Subpractices
–Typical work products
–Discipline amplifications
–Generic practice elaborations
–Goal and practice titles
–Goal and practice notes
–Referrers
–Provide details that help model users get started in thinking
about how to approach goals and practices

71. 71/97
Model Components
•Process areas
–Klaster praktek yang terkait di daerah
–Ketika dilakukan secara kolektif, memenuhi serangkaian tujuan
dianggap penting untuk perbaikan di daerah itu
•Specific goals
–Berlaku untuk area proses dan mengatasi karakteristik unik
–Jelaskan apa yang harus dilaksanakan untuk memenuhi area proses
•Specific practices
–Activity that is considered important in achieving the associated
specific goal
–Describe the activities expected to result in achievement of the
specific goals of a process area

72. 72/97
Model Components
•Common features
–Organize the generic practices of each process area
–Commitment to perform (CO)
–Ability to perform (AB)
–Directing implementation (DI)
–Verifying implementation (VE)
•Typical work products
–Provides example outputs from a specific or generic
practice
•Sub practices
–Detailed description that provide guidance for interpreting
specific or generic practices

73. 73/97
Model Components
•Discipline amplifications
–Contain information relevant to a particular discipline
–Associated with specific practices
•Generic goals
–Used in appraisals to determine whether a process area is
satisfied
•Generic practices
–Provide institutionalization to ensure that the processes
associated with the process area will be effective, repeatable
and lasting

74. 74/97
Model Components
•Generic practice elaborations
–Appear in each process area to provide guidance
on how the generic practices should uniquely be
applied to the process area

75. 75/97
Specific Practices vs. Generic Practices
Apply to a single process area
Describe activities that
implement the process area
Example –Requirements Mgmt.
SG 1 Manage Requirements
SP 1.1Obtain an Understanding of
Requirements
SP 1.2Obtain Commitment to
Requirements
SP 1.3Manage Requirements
Changes
SP 1.4Maintain Bidirectional
Traceability of Requirements
SP 1.5Identify Inconsistencies
between Project Work and
Requirements
Apply to all process areas
Describe activities that
institutionalize the process areas
GG 2 Institutionalize a Managed Process
GP 2.1 Establish an Organizational Policy
GP 2.2 Plan the Process
GP 2.3 Provide Resources
GP 2.4 Assign Responsibility
GP 2.5 Train People
GP 2.6 Manage Configurations
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 3 Institutionalize a Defined Process
GP 3.1 Establish a Defined Process
GP 3.2 Collect Improvement Information

76. 76/97
Terminology Evolution
•In any CMMI model, the terminology used and
how it is defined are important for
understanding the content
•When developing the CMMI model, the
Product Team started with the terminology
used in the source model
•Terminology is not consistent
•Some terms were abandoned

77. 77/97
Common Terminology with Special Meaning
•Adequate, Appropriate, As Needed
–Words used to interpret goals and practices in light of
organization’s business objectives
•Establish and Maintain
–This phrase connotes a meaning beyond the component
terms; it includes documentation and usage
•Customer
–Party (individual, project, or organization) responsible for
accepting the product or for authorizing payment
•Stakeholder
–Group or individual that is affected by or in some way
accountable for the outcome of an undertaking

78. 78/97
Common Terminology with Special Meaning
•Relevant Stakeholder
–The term used to designate a stakeholder that is identified for
involvement in specific activities and is included in an
appropriate plan
•Manager
–Refers to a person who provides technical and administrative
directions
–Control to those performing tasks or activities
•Project Manager
–Person responsible for planning, directing, controlling,
structuring, and motivating the project
–Responsible for satisfying the customer

79. 79/97
Common Terminology with Special Meaning
•Senior Manager
–Refers to a management role at a high enough level in an
organization
–Primary focus of the person filling
–The role is the long-term vitality of the organization, rather than
short-term project and concerns and pressures
•Shared Vision
–Common understanding of guiding principles
–Includes mission, objectives, expected behavior, values, and
final outcomes developed and used by the group, such as
organization, project or team

80. 80/97
Common Terminology with Special Meaning
•Organization
–Typically an administrative structure in which people collectively
manage one or more projects as a whole, and whose projects share a
senior manager and operate under the same policies
•Enterprise
–“Enterprise” illustrates the larger entity not always reached by the
word “organization”
•Development
–Implies not only development activities, but also maintenance
activities

81. 81/97
Common Terminology with Special Meaning
•Discipline
–Refers to the bodies of knowledge available when selecting a CMMI
model
•Project
–Managed set of interrelated resources that delivers one or more
products to a customer or end user
•Product
–Mean any tangible output that is a result of a process
–It is intended for delivery to an customer or end user

82. 82/97
Common Terminology with Special Meaning
•Work Product
–Mean any artifact produced by a process
–These artifacts include files, documents, parts of the product, services,
processes, specifications, and invoices
•Product Component
–Any work product that must be engineered (requirements defined and
designs developed and implemented) to achieve the intended use of
the product throughout its life
•Appraisal
–Examination of one or more processes by a trained team of
professionals
–Usage of appraisal reference model as the basis for determining
strengths and weakness

83. 83/97
Common Terminology with Special Meaning
•Tailoring Guidelines
–Tailoring a process makes, alters, or adapts the process
description for a particular end
–Used to enable organizations to implement standard
processes appropriately in their projects
–Tailoring guidelines cover
•Selecting a standard process
•Selecting an approved life-cycle model
•Tailoring the selected standard process and life-cycle model to fit
project needs
•Verification
–Confirms that work products properly reflect the
requirements specified to them

84. 84/97
Common Terminology with Special Meaning
•Validation
–Confirms that the product, as provided, will fulfill its intended
use
•Quality and Process-Performance Objectives
–Covers objectives and requirements for product quality, service
quality, and process performance
•Standard
–Refers to the formal mandatory requirements developed and
used to prescribe consistent approaches to development

85. 85/97
CMMI-Specific Terminology
•CMMI Product Suite
–Complete set of products developed around the
CMMI concept
•CMMI Framework
–Basic structure that organizes CMMI components
–Enables new discipline to be added to CMMI so
that the new discipline will integrate with the
existing one

86. 86/97
CMMI-Specific Terminology
•CMMI Model
–Refers to one, some, or entire collection of possible models that
can be generated from the CMMI Framework
•Peer Review
–Review of work products performed by peers during
development of the work products to identify defects for
removal
•Organization’s Set of Standard Processes
–Contains the definitions of the processes that guide all activities
in an organization

87. 87/97
CMMI-Specific Terminology
•Process
–Consists of activities that can be recognized as implementations
of practices in a CMMI model
•Managed Process
–Performed process that is planned and executed in accordance
with policy
•Defined Process
–Managed process tailored from the organization’s set of
standards processes according to the organization’s tailoring
guidelines

88. 88/97
CMMI-Specific Terminology
•Organizational Process Assets
–Artifacts that relate to describing, implementing, and improving
processes
–Include the following:
•Organization’s set of standard processes, including the process
architectures and process elements
•Descriptions of life-cycle models approved for use
•Guidelines and criteria for tailoring the organization’s set of
standard processes
•Organization’s measurement repository
•Organization’s process asset library

89. 89/97
CMMI-Specific Terminology
•Process Architectures
–Describes the ordering, interfaces,
interdependencies, and other relationships among
the process elements in a standard process
•Product Life Cycle
–Period of time, consisting of phases, that begins
when a product is conceived and ends when the
product is no longer available for use

90. 90/97
CMMI-Specific Terminology
•Organization’s Measurement Repository
–Repository used to collect and make available
measurement data on processes and work products
•Organization’s Process Asset Library
–Library of information used to store and make available
process assets that are potentially useful to those who are
defining, implementing, and managing processes in the
organization
•Document
–Collection of data, regardless of the medium on which it is
recorded, that generally has permanence of the medium
on which it is recorded, that generally has permanence
and can be read by humans or machines

91. 91/97
Common Features, Generic Goals, and Generic
Practices

92. 92/97
Characteristics of Institutionalization
•Critical aspect of process improvement; important concept
within each maturity level
•Managed process is institutionalized by doing the following:
–Adhering to organizational policies
–Following established plans and process descriptions
–Providing adequate resources (including funding, people, and tools)
–Assigning responsibility and authority for performing the process
–Training the people performing and supporting the process
–Placing designated work products under appropriate levels of
configuration management
–Identifying and involving relevant stakeholders
–Monitoring and controlling the performance pf the process against the
plans for performing the process and taking corrective actions

93. 93/97
Characteristics of Institutionalization
–Objectively evaluating the process, its work products, and its services for
adherence to the process descriptions, objectives, and standards, and
addressing noncompliance
–Reviewing the activities, status, and results of the process with higher level
management, and taking corrective action
•Defined process is institutionalized by doing the following:
–Addressing the items that institutionalize a managed process
–Establishing the description of the defined process for the project or
organizational unit
–Collecting work products, measures, and improvement information derived
from planning and performing the defined process
•Quantitatively managed process is institutionalized by doing the following:
–Addressing the items that institutionalize a defined process
–Controlling the process using statistical and other quantitative techniques such
as product quality, service quality, and process performance

94. 94/97
Characteristics of Institutionalization
•Optimizing process is institutionalized by
doing the following:
–Addressing the items that institutionalize a
quantitatively managed process
–Improving the process based on an understanding
of the common causes; process focuses on
continually improving the range of process
performance

95. 95/97
Generic Goals
•In staged representation, every process area has only one
generic goal
•Generic goal describes what institutionalization must be
achieved to satisfy a process area
•Each process area at maturity level 2 contains the following
generic goal
GG 2Institutionalize a managed process ( the
process is institutionalized as a managed
process)
GG 3Institutionalize a defined process ( the
process is institutionalized as a defined process)

96. 96/97
Common Features
•Predefined attributes that group generic practices into
categories
•Model components not rated in any way
•There are four common features in CMMI model:
–Commitment to perform –groups the generic practices related
to creating policies and securing sponsorship
–Ability to perform –groups the generic practices related to
ensuring that the project and/or organization has the resources
it needs
–Directing implementation -groups the generic practices related
to managing the performance of the process, managing the
integrity of its work products, and involving relevant
stakeholders
–Verifying implementation -groups the generic practices related
to review by higher level management and objective evaluation
of conformance to process descriptions, procedures, and
standards

97. 97/97
Generic Practices Listed by Common Feature
•Common features categories:
–Commitment to perform:
GP 2.1Establish and organizational policy
–Ability to perform:
GP 2.2Plan the process
GP 2.3Provide resources
GP 2.4Assign responsibility
GP 2.5Train people
GP 3.1Establish a defined process

98. 98/97
Generic Practices Listed by Common Feature
•Directing implementation
GP 2.6Manage configurations
GP 2.7Identify and involve relevant stakeholders
GP 2.8Monitor and control the process
GP 3.2Collect improvement information
•Verifying implementation
GP 2.9Objectively evaluate adherence
GP 2.10Review status with higher level management

99. 99/97
Framework Interactions

100. Capability Maturity Model Integration
100/9
7
Four Categories of CMMI Process Areas
1.Process Managementprocess areas contain the cross-
project activities related to defining, planning,
resourcing, deploying, implementing, monitoring,
controlling, appraising, measuring, and improving
processes.
2.Project Managementprocess areas cover the project
management activities related to planning, and
controlling the project.

101. 101/9
7
Four Categories of CMMI Process Areas
3. Engineering process areas cover the
development and maintenance activities that
are shared across engineering disciplines.
4. Support process areas cover the activities that
support product development and
maintenance.

102. 102/9
7
Using CMMI Models

103. 103/9
7
Using CMMI Models
•Interpreting CMMI Models
–Every CMMI model provides a set of publicly
available criteria describing the characteristics of
organizations that have successfully implemented
process improvement
–These criteria can be used by organizations to
improve their processes for developing, acquiring,
and maintaining products and services

104. 104/9
7
Appraisal and Benchmarking
•Process appraisals focus on identifying improvement
opportunities
•The appraisal principles for CMMI model:
–Senior-management sponsorship
–A focus on the organization’s business objectives
–Confidentiality for interviewees
–Use of a documented appraisal method
–Use of a process reference model as a base
–A collaborative team approach
–A focus on actions for process improvement

105. 105/9
7
Appraisal Requirements for CMMI (ARC)
•Contains a set of criteria for developing,
defining, and using appraisal methods based
on CMMI products
•Provides requirements for multiple types of
appraisal methods
•ARC document uses the CMMI models as its
associated reference models

106. 106/9
7
ISO/IEC 15504 Compatibility and Conformance
•The CMMI Product Suite was designed to
achieve ISO/IEC 15504 compatibility and
conformance
•There are two aspects of conformance:
–Model compatibility
–Appraisal conformance

107. 107/9
7
Making the Transition to CMMI
•Describing three transition scenarios:
–First two assume the organization has already
begun its improvement efforts using either the
Software CMM or the EIA/IS 731
–Third scenario assumes that the organization has
not used a particular reference model for current
improvement efforts

108. 108/9
7
Organizations with Software CMM Experience
•Organizations initially making the transition to CMMI:
–Seeking to update their process-improvement efforts to
incorporate the improvements
–Gain the additional breadth of coverage afforded in CMMI
models
•Organizations that have achieved a high level of maturity:
–Wish to make the transition more quickly
–Taking advantage of the additional coverage described in CMMI
model

109. 109/97
Organizations with EIA/IS 7 31 Experience
•Involves some reorganization of specific
practices under specific goals and process
areas
•The addition of informative materials

110. 110/9
7
Organizations New to CMM-Type Models
•Assumed to be in one of two categories:
–May have undertaken process-improvement efforts under other
quality initiatives (ISO 9000, Malcolm Baldrige)
–May be considering such efforts because of the mounting
evidence of business value resulting from such a commitment
•May approach improvement by using either a continuous
or staged representation

111. 111/9
7
Training
•Key element in the ability of organizations to
adopt CMMI
•Key part of the product suite

112. Capability Maturity Model Integration
112/9
7
Tailoring Perspectives
•Tailoring -process whereby only a subset of a
model is used to suit the needs of a specific
domain of application
•Involves the selection of options for use in an
appraisal

113. Capability Maturity Model Integration
113/9
7
Model Tailoring Perspectives
•Viewed from two perspectives:
–Related to use of a model for process improvement
•Focus on identifying the process areas and practices
that support an organization’s business needs and
objectives
–Related to use of a model for benchmarking
•Process areas, in some circumstances, may be
determined to be “not applicable” if the process area is
outside of the organization’s scope of work

114. Capability Maturity Model Integration
114/9
7
Model Tailoring for Smaller Projects
•High-level plan is typically available that has
been developed for a group of projects
•Defines the organization, resources, training,
management participations, and quality
assurance reporting descriptions for all
projects

115. What is a SCAMPI
sm
Appraisal?
•SCAMPI
sm
–Standard CMMI

Appraisal Method for Process
Improvement
–Used for baselining current behaviors to begin
improvement activities or see into ongoing improvement
activities
–To assign a formal ratingfor contract award or fees (if
requested by appraisal sponsor)
–Several appraisal methods (class A, B, C, plus High
Maturity)
–Uses the CMMI as reference model.
•SCAMPI goal is to provide an accurate picture of your
organization relative to the reference model.

116. Appraisal Classes A, B, and C

117. 117
Appraisal Team (SCAMPI “A”)
•Minimum team size is four -A Lead Appraiser and
three additional team members.
•At least one team member must be from the
appraised organization.
•All team members must be trained in the official
CMMI and SCAMPI courses
•Conflicts of interest must be avoided
–Exclude process authors and individuals directly impacted
by the outcome of the appraisal
•Team members cannot be managers of any of the
selected projects or groups
•Appraisal sponsors cannot be team members.

118. What does the SCAMPI Team do?
•Reviews an organization’s documentation
–Processes, procedures, policies, status reports, meeting
minutes
•Conducts interviews
–To ensure the documentation is actually used
•Maps results to the CMMI
–Practices, Goals, Process Areas
•Assigns ratings (if requested and allowed by the
type of SCAMPI).

119. What does the Team NOT do?
•Does not go looking for the documentation
–Easter egg hunts are not allowed!
•Does not judge the “goodness” of the process
•Does not judge how well you are doing your
job.

120. PPQA Example Evidence
ID Goal/Practice Potential Artifacts
SG1 Objectively Evaluate Processes and Work Products
SP1.1 Objectively Evaluate ProcessesQA audit report
SP1.2 Objectively Evaluate Work
Products and Services
QA audit report
SG2 Provide Objective Insight
SP2.1 Communicate and Ensure
Resolution of Noncompliance
Issues
QA audit report
SP2.2 Establish Records QA Reports, Status of
Corrective Actions, Report
of Quality Trends

121. Simplified Point of the SCAMPI:
•Do you have a (documented) process?
•Do you follow it?
•How closely does it map to the CMMI?

122. 122
Combined View of Staged and Continuous

123. 123
Maturity Levels (MLs)
•A maturity level signifies the level of performance
that can be expected from an organization. There
are 5 maturity levels. Following are the key features
of each maturity level (ML):
–ML 1 (Initial) –ad hoc processes
–ML 2 (Managed) –basic project management system
–ML 3 (Defined) –process standardization
–ML 4 (Quantitatively Managed) –quantitative
management “by the numbers”
–ML 5 (Optimizing) –continuous process improvement
ML 2 provides a foundation for ML 3, ML 3 for ML4, and ML 4 for ML 5.

124. 124
Appraisal Sponsor
•SCAMPI appraisals require an appraisal sponsor.
–Usually this is a senior manager.
–The appraisal sponsor is responsible for
•Verifying that the appraisal team leader has the
appropriate experience, knowledge, and skills to lead
the appraisal.
•Ensuring that the appropriate organizational units
(projects and support) participate in the appraisal.
•Supporting the required confidentiality and non-
attribution rules.
–Some appraisals have multiple sponsors.

125. 125
“Typical” Appraisal Roadmap
Train Team
•Train Appraisal Team
•Begin PIID creation
•Finalize Plan
Readiness
Review
Plan
•Plan SCAMPI activities
•Monitor and adjust plan
Appraisal Onsite•Conduct Appraisal
•Organization Develops PIID documents
TIME LINE ONE YEAR
(1 –2 Week)
(1 –2 Week)
(1 –3 Weeks)
Reviewing PIIDs is a key focus of
the required readiness review