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Project Management according to the Capability Maturity Model (CMMI( Dr. Tami Zemel SM CMM Project Management according to the Capability Maturity Model (CMMI( Dr. Tami Zemel SM CMM Integration and SCAMPI are service marks of Carnegie Mellon University. ® Capability Maturity Model, CMMI, and CMM are registered with the U. S. Patent and Trademark Office. 1 © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Content v v 2 The CMMI vs. PMBOK Project management process areas Using the Content v v 2 The CMMI vs. PMBOK Project management process areas Using the CMMI for project management © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

The Capability Maturity Model Integration (CMMI( v A model that guides process improvement for The Capability Maturity Model Integration (CMMI( v A model that guides process improvement for system and SW engineering • Used to evaluate the capabilities of an organization • Guideline for process improvement v 3 Developed by Software Engineering Institute (SEI) © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

The Capability Maturity Model Integration (CMMI( v Model Focus • • 4 Project management The Capability Maturity Model Integration (CMMI( v Model Focus • • 4 Project management Engineering Organization process Support activities © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

The Capability Maturity Model Integration (CMMI( v Two representations – • Continuous • Staged The Capability Maturity Model Integration (CMMI( v Two representations – • Continuous • Staged v Four Disciplines – • • 5 Systems Engineering (SE) Software Engineering (SW) Integrated Product and Process Development (IPPD) Supplier Sourcing (SS) © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

The Staged Representation v v v 6 5 Maturity levels Staged Every level includes The Staged Representation v v v 6 5 Maturity levels Staged Every level includes a number of process ML 5 areas ML 4 Every level is the foundation of the next level ML 3 Every process area consists of number of. ML 2 generic and specific goals ML 1 It is required to achieve all goals of all process areas in a specific level and the lower levels in order to be in a specific level Every process area includes common features and practices © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

v v v 7 5 capability levels for every process area Every level is v v v 7 5 capability levels for every process area Every level is characterized by a set of generic practices It is possible to achieve different capability levels on different process areas There is no grouping of process areas – the organization chooses the process areas according to its business needs and goals © 2004 Tangram Hi-Tech Solutions 0 v Process Area Capability 1 2 3 4 5 The Continuous Representation PA Project Management According to the CMMI PA PA 05 -2004

The Capabilities Maturity Levels 5 4 3 2 1 8 Optimizing Focus on process The Capabilities Maturity Levels 5 4 3 2 1 8 Optimizing Focus on process improvement Quantitatively Managed Process measured and controlled Defined Process characterized for the organization and is proactive Process characterized for projects and is often reactive Process unpredictable, poorly controlled and reactive Managed Performed © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Process Areas by Maturity Level 5 Optimizing 4 Quantitatively Managed Focus Continuous process improvement Process Areas by Maturity Level 5 Optimizing 4 Quantitatively Managed Focus Continuous process improvement Process Areas Quantitative management Organizational Process Performance Quantitative Project Management Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Integrated Supplier Management Risk Management Decision Analysis and Resolution Organizational Environment for Integration Integrated Teaming Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management Process standardization 3 Defined (SS) (IPPD) 2 Managed Basic project management Organizational Innovation and Deployment Causal Analysis and Resolution 1 Performed 9 © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Structure of the CMMI Staged Representation Maturity Level Process Area Generic Goals Generic Practices Structure of the CMMI Staged Representation Maturity Level Process Area Generic Goals Generic Practices 10 © 2004 Tangram Hi-Tech Solutions Process Area Specific Goals Specific Practices Project Management According to the CMMI 05 -2004

Generic Practices level 2 GP 2. 1 v GP 2. 2 v GP 2. Generic Practices level 2 GP 2. 1 v GP 2. 2 v GP 2. 3 v GP 2. 4 v GP 2. 5 v GP 2. 6 v GP 2. 7 v GP 2. 8 v GP 2. 9 v GP 2. 10 v 11 Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher Level Management © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Generic Practices level 3 GP 3. 1 v GP 3. 2 v 12 Establish Generic Practices level 3 GP 3. 1 v GP 3. 2 v 12 Establish a defined process Collect improvement information © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Why to Choose the Model? v v v 13 Flexible – Processes are defined Why to Choose the Model? v v v 13 Flexible – Processes are defined according to business goals, product characteristics Modular – divided into process areas and levels Scaleable – it is possible to use the model for project with different sizes Comprehensive - integrates management and engineering issues Road Map – it possible to use the staged model or the continuous model © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

The CMMI vs. PMBOK CMMI v v 14 Integrates project management and engineering practices The CMMI vs. PMBOK CMMI v v 14 Integrates project management and engineering practices Deals with organizational and single project practices Divided into maturity levels and process areas Fits system development projects © 2004 Tangram Hi-Tech Solutions PMBOK v v v Focus on project management Deals mainly on a single project practices Divided into knowledge areas and management areas Includes human resources management processes Fits different types of projects Project Management According to the CMMI 05 -2004

CMMI’s Project Management Process Areas 15 © 2004 Tangram Hi-Tech Solutions Project Management According CMMI’s Project Management Process Areas 15 © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Project Management Process Areas v Level 2 – Basic Project Management • Project planning Project Management Process Areas v Level 2 – Basic Project Management • Project planning • Project monitoring and control • Supplier Agreement Management v Level 3 – Process Standardization • • v Integrated Project Management Risk Management Integrated Teaming (IPPD) Integrated Supplier Management (SS) Level 4 – Quantitative Management • Quantitative Project management 16 © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Generic Practices v v v v 17 Level 2 – Managed process GP 2. Generic Practices v v v v 17 Level 2 – Managed process GP 2. 2 Plan the Process GP 2. 3 Provide Resources GP 2. 4 Assign Responsibility GP 2. 7 Identify and Involve Relevant Stakeholders GP 2. 8 Monitor and Control the Process GP 2. 10 Review Status with Higher Level Management © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Basic Project Management PAs Status, issues, results of process and product evaluations; measures and Basic Project Management PAs Status, issues, results of process and product evaluations; measures and analyses PMC Corrective action What To Monitor Replan Status, issues, results of progress and milestone reviews PP What To Build What To Do Commitm ents Engineering and Support process areas Plans Measurement needs SAM Supplier agreement Supplier 18 Product component requirements Technical issues Completed product components Acceptance reviews and tests © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Project Planning Purpose: Establish and maintain plans that define project activities. 19 © 2004 Project Planning Purpose: Establish and maintain plans that define project activities. 19 © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Project Planning - Context Establish Estimates Planning Data Develop a Project Plan Obtain Commitment Project Planning - Context Establish Estimates Planning Data Develop a Project Plan Obtain Commitment to the Plan Project Plans PMC 20 © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Project Planning - Context Establish Estimates of Work Product and Task Attributes Estimate the Project Planning - Context Establish Estimates of Work Product and Task Attributes Estimate the Scope of the Project Planning Data Determine Estimates of Effort and Cost Define Project Life Cycle 21 © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Project Planning - Context Planning Data Develop a Project Plan Establish the Budget and Project Planning - Context Planning Data Develop a Project Plan Establish the Budget and Schedule Plan Stakeholder Involvement Identify Project Risks Establish the Project Plan for Data Management Plan for Project Resources Plan for Needed Knowledge and Skills Project Plans 22 © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Project Planning - Context Obtain Commitment to the Plan Review Plans that Affect the Project Planning - Context Obtain Commitment to the Plan Review Plans that Affect the Project Reconcile Work and Resource Levels Project Plans Obtain Plan Commitment 23 © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Project Monitoring and Control Purpose: Provide understanding into the project’s progress so that appropriate Project Monitoring and Control Purpose: Provide understanding into the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan. 24 © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Project Monitoring and Control - Context Manage Corrective Actions to Closure Monitor Project Against Project Monitoring and Control - Context Manage Corrective Actions to Closure Monitor Project Against Plans Monitor Project Planning Parameters Monitor Project Risks Monitor Commitments Monitor Data Management PP 25 Monitor Stakeholder Involvement © 2004 Tangram Hi-Tech Solutions Conduct Milestone Reviews Conduct progress Reviews Project Plans Analyze Issues Take Corrective Actions Manage Corrective Actions Project Management According to the CMMI 05 -2004

Supplier Agreement Management Purpose: Manage the acquisition of products from suppliers for which there Supplier Agreement Management Purpose: Manage the acquisition of products from suppliers for which there exists a formal agreement. 26 © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Advanced Project Management PAs Risk exposure due to unstable processes Process Performance Objectives, Baselines, Advanced Project Management PAs Risk exposure due to unstable processes Process Performance Objectives, Baselines, Models QPM Statistical Mgmt Data subprocesses for quantitative mgmt. Organization’s Std. Processes Process Management process areas Lessons Learned, Performance Data Engineering & Support process areas 27 IPM Identified risks RSKM Coordination & collaboration; Shared vision & IT structure Project’s Defined Process Coordination, commitments, issues; Product Architecture for Structuring Teams © 2004 Tangram Hi-Tech Solutions IT mgmt for engineering processes; Integrated work environment people & practices IT Risk Taxonomies & Parameters, Status, Mitigation, and Corrective Action Basic Project Management process areas Project Management According to the CMMI 05 -2004

Integrated Project Management Purpose: Establish and manage the project and the involvement of the Integrated Project Management Purpose: 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. 28 © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Integrated Project Management - Context Use the Project’s Defined Process OPD Establish the Project’s Integrated Project Management - Context Use the Project’s Defined Process OPD Establish the Project’s Defined Process Use Org Proc Assets for Planning Project Activities • Estimates and Measures • Documentation • Lessons Learned Manage Project Using Integrated Plans 29 Integrate Plans Project’s Defined Process Based Project Plan Coordinate with Relevant Stakeholders Manage Stakeholder Involvement Agendas and Schedules for Collaborative Activities Manage Dependencies Documented Critical Dependencies Contribute to Org Process Assets © 2004 Tangram Hi-Tech Solutions Other Project & Org Functions Documented Technical Issues Resolve Coordination Issues Project Management According to the CMMI 05 -2004

Integrated Supplier Management v v 30 Purpose: Proactively identify sources of products that may Integrated Supplier Management v v 30 Purpose: 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. © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Risk Management v v 31 Purpose: Identify potential problems before they occur, so that Risk Management v v 31 Purpose: Identify potential problems before they occur, so that risk handling activities may be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives. © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Quantitative Project Management v v 32 Purpose: Quantitatively manage the project’s defined process to Quantitative Project Management v v 32 Purpose: Quantitatively manage the project’s defined process to achieve the project’s established quality and process-performance objectives. © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Summary v v v v 33 Project Planning Project Monitoring and Control Supplier Agreement Summary v v v v 33 Project Planning Project Monitoring and Control Supplier Agreement Management Risk Management Integrated Project Management Integrated Supplier Management (SS) Quantitative Project Management © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Using the CMMI 34 © 2004 Tangram Hi-Tech Solutions Project Management According to the Using the CMMI 34 © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Where is the Model Being Used? v v v 35 Worldwide used for defense Where is the Model Being Used? v v v 35 Worldwide used for defense and commercial companies Fits large and small companies In Israel the model was adopted by large companies e. g. IAI, Rafael, Elbit, Motorola, and small companies e. g. Surf, Marvell and other © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

How the Model is Being Used? v v v 36 Preliminary assessment Planning of How the Model is Being Used? v v v 36 Preliminary assessment Planning of the improvement program Development of process assets Deployment of the process assets Assessment © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Benefits v v v 37 Shorter time to market Reduced development efforts Higher customer Benefits v v v 37 Shorter time to market Reduced development efforts Higher customer satisfaction Higher quality Higher employee moral © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Testimonies v v 38 “We were more focused on the project” “We eliminated problems Testimonies v v 38 “We were more focused on the project” “We eliminated problems in early stages of the project” “We had higher visibility of the project status” “We provided the product on time with higher quality” © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

References v v 39 CMMI Guidelines for Process Integration and Product Improvement, Mary Beth References v v 39 CMMI Guidelines for Process Integration and Product Improvement, Mary Beth Chrissis, Mike Konrad, Sandy Shrum, Addison Wesley, 2003 CMMI® V 1. 1 Tutorial, 2003 A guide to the Project Management Body of Knowledge (PMBOK Guide), PMI, 2000 Demonstrating the Impact and Benefits of CMMI®: An Update and Preliminary Results, Dennis R. Goldenson, Diane L. Gibson, CMU/SEI-2003 -SR-009 © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004

Thank You! Dr. Tami Zemel E-mail: tami@tangramhitech. com Mobile: 052 -2890343 Office: 04 -9991118 Thank You! Dr. Tami Zemel E-mail: [email protected] com Mobile: 052 -2890343 Office: 04 -9991118 P. O. B 128, Yuvalim 20142 www. tangramhitech. com 40 © 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI 05 -2004