1
2	CMMI^®- (Staged Representation)
3	How Long Does Change Take? For the SW-CMM (1992 to present)* ML1 to ML2: 22 months ML2 to ML3: 21 months ML3 to ML4: 25 months ML4 to ML5: 13 months The recommended interval between assessments is 18 to 30 months (average 24.) One should not infer that this is how long these changes should take. * Sourece: Process Maturity Profile, September 2003, at http://www.sei.cmu.edu/sema/pdf/SW-CMM/2003sepSwCMM.pdf
4
5	SCAMPI Evaluation Matrix
6
7
8
9
10
11	SCAMPI and CBA IPI REFERENCE MODEL: SCAMPI was designed with CMMI as the reference model But it doesn’t matter what the reference model is SCAMPI can be applied to CMMI, SW-CMM, PCMM, and others RIGOR: SCAMPI is “designed to provide benchmark quality ratings” I would add: “to reduce variance in performance” EXECUTION CLASSES: ARC permits three classes of appraisals: A, B, and C SCAMPI is only Class A PHASES: Basically the same for both More detail provided in SCAMPI MDD
12	ISSUE #1 Model coverage SCAMPI^SM Class A requires at least 1 direct + 1 indirect artifact/affirmation Projects must furnish Practice Implementation Indicators (PIIs) for each CMMI^® specific/generic practice within scope Example: CMMI^®-SE/SW Level 3 (staged representation) for 4 projects: 4 project-level PAs: 297 practices * 2 artifacts * 4 projects = 2,376 artifacts 3 organizational PAs: 55 practices * 2 artifacts * 1 OU = 110 artifacts Total: 2,486 artifacts (minimum)
13	Cost with CMMI CMMI PAs are 33% more than SW-CMM KPAs (18à 24) 44% by Goals 54 à 78 53% by practices 316 à 484 150 à 184 activity practices (23% increase) 166 à 300 institutionalization/generic (81% increase) It simply takes longer when using CMMI than when using SW-CMM, especially if the LA was not rigorous with CBA IPI The cost is not the same when using SCAMPI with SW-CMM
14	SCAMPI Differences More focus on data management, verification, and validation Reduced variation in time management Interpretation of the required method is limited to the Tailoring guidance and Optional Practices provided in each process and related activities Team management is basically the same Change management from CBA IPI to SCAMPI A natural progression Pain will vary Little for CBA IPI LAs who practiced as CBA IPI was intended, even if not well documented SEI permitted too much interpretation More for some And some who do not like SCAMPI in general it will be intolerable Don’t confuse SCAMPI for SW-CMM with SCAMPI for CMMI
15	Modes of Usage
16
17	High Maturity Innovation at level 5 argues for agile approaches Having both agile and plan-driven standard processes allows marketplace agility Application of Lean and Six Sigma techniques at high maturity levels eliminates non-value added processes and results in more agile tailor-up rather than tailor-down approaches
18
19
20
21
22
23	CMM-TSP Mapping Results
24	TSP Quality
25	CMMI SCORECARD
26