SPI CMMI

PROCESS
FRAMEWORK
ALIYA.B
GOWRI.P
RAINA.FATHIMA.R
 SPI FRAMEWORK
 A set of characteristics that must be present if an effective software process is to be
achieved

 A method for assessing whether those characteristics are present

 A mechanism for summarizing the results of any assessment, and

 A strategy for assisting a software organization in implementing those process

characteristics that have been found to be weak or missing.

 An SPI framework assesses the “maturity” of an organization’s software process and

provides a qualitative indication of a maturity level.
PROCESS IMPROVEMENT CYCLE
ELEMENTS OF SPI FRAMEWORK
 MATURITY
MODELS
 A maturity model is applied within the context of an SPI framework.

 The intent of the maturity model is to provide an overall indication of the “process
maturity” exhibited by a software organization.

 an indication of the quality of the software process, the degree to which

practitioner’s understand and apply the process

 the general state of software engineering practice. 

 FOUR LEVELS OF IMMATURITY

Schorsch suggests four levels of immaturity:

 Level 0: Negligent– failure to allow processes

 Level 1: Obstructive– counterproductive processes are imposed

 Level 2: Contemptuous– disregard for good software engineering

 Level 3: Undermining– total neglect of own charter

 SPI PROCESS-I
 FIVE ACTIVITIES :

 Assessment and Gap Analysis : Assessment examines a wide range of actions and tasks
that will lead to a high quality process.
 Consistency. Are important activities, actions and tasks applied consistently across all
software projects and by all software teams
 Sophistication. Are management and technical actions performed with a level of
sophistication that implies a thorough understanding of best practice
 Acceptance. Is the software process and software engineering practice widely accepted by
management and technical staff
 Commitment. Has management committed the resources required to achieve
consistency, sophistication and acceptance
 Gap analysis—The difference between local application and best practice represents a
“gap” that offers opportunities for improvement.
 SPI PROCESS-II
Three types of education and training should be conducted:

 Generic concepts and methods: Directed toward both managers and practitioners,
this category stresses both process and practice. The intent is to provide
professionals with the intellectual tools they need to apply the software process
effectively and to make rational decisions about improvements to the process.

 Specific technology and tools: Directed primarily toward practitioners, this

category stresses technologies and tools that have been adopted for local use. For
example, if UML has been chosen for analysis and design modeling, a training
curriculum for software engineering using UML would be established.

 Business communication and quality-related topics: Directed toward all

stakeholders, this category focuses on “soft” topics that help enable better
communication among stakeholders and foster a greater quality focus.
 SPI PROCESS-
SELECTION AND JUSTIFICATIONIII
 choose the process model that best fits your organization, its stakeholders,
and the software that you build

 decide on the set of framework activities that will be applied, the major
work products that will be produced and the quality assurance checkpoints
that will enable your team to assess progress

 develop a work breakdown for each framework activity (e.g., modeling),

defining the task set that would be applied for a typical project

 Once a choice is made, time and money must be expended to install it

within an organization and these resource expenditures should be justified.
 SPI PROCESS-IV
INSTALLATION/MIGRATION

 actually software process redesign (SPR) activities. Scacchi [Sca00] states

that “SPR is concerned with identification, application, and refinement of
new ways to dramatically improve and transform software processes.”

 three different process models are considered:

 the existing (“as-is”) process,

 a transitional (“here-to-there”) process, and
 the target
 SPI PROCESS-V
 EVALUATION

 assesses the degree to which changes have been instantiated and adopted,

 the degree to which such changes result in better software quality or other tangible
process benefits, and

 the overall status of the process and the organizational culture as SPI activities proceed
 RISK MANAGEMENT FOR SPI
Manage risk at three key points in
In general, the following categories can be
the SPI process :
identified for SPI risk factors:
 prior to the initiation of the SPI
roadmap,  budget and cost
 content and deliverables culture
 during the execution of SPI
 maintenance of SPI deliverables
activities (assessment,  mission and goals
education, selection,  organizational management and
installation), and
organizational stability
 process stakeholders
 during the evaluation activity
 schedule for SPI development
that follows the instantiation of  SPI development environment and
some process characteristic.
process
 SPI project management and SPI staff 
 CMMI MODEL
 An integrated capability model that includes software and systems engineering
capability assessment.

 The model has two instantiations:

 Staged where the model is expressed in terms of capability levels;

 Continuous where a capability rating is computed.
 CMM-INITIAL(LEVEL 1)

 The software process is characterized as ad hoc, occasionally even

chaotic

 Few processes are defined

 Success depends on individual effort and heroics “BASICALLY NO

CONTROL”
 CMM - Repeatable (Level 2) 

 Basic project management processes are established to track cost,

schedule, and functionality

 The necessary process discipline is in place to repeat earlier successes on

projects with similar applications

 Success achieved through basic project management; not advanced

technologies “BASIC MANAGEMENT CONTROL”
 CMM - Defined (Level 3)
 The software process for both management and
engineering activities is documented, standardized, and
integrated into a standard software process for the
organization

 All projects use an approved, tailored version of the

organization’s standard software process for developing
and maintaining software Formality lends itself to
improvement “PROCESS DEFINITION”
 CMM - Managed (Level 4)

  Detailed measures of the software process and product quality are

collected

 Both the software process and products are quantitatively understood

and controlled

 A software metrics program is in use “PROCESS MEASUREMENT”

 CMM - Optimizing (Level 5)
 Continuous process improvement is enabled by quantitative (metrics) feedback
from the process

 Continuous process improvement is enabled by piloting innovative ideas and

technologies “PROCESS CONTROL”
 The continuous CMMI model 
 This is a finer-grain model that considers individual or groups of practices and
assesses their use.

 The maturity assessment is not a single value but is a set of values showing the
organization’s maturity in each area.

 The CMMI rates each process area from levels 1 to 5.

 The advantage of a continuous approach is that organisations can pick and choose
process areas to improve according to their local needs.
CMMI MODEL COMPONENTS
 Process areas : 24 process areas that are relevant to process capability and
improvement are identified. These are organised into 4 groups.

 Goals : Goals are descriptions of desirable organisational states. Each

process area has associated goals.

 Practices : Practices are ways of achieving a goal - however, they are

advisory and other approaches to achieve the goal may be used.
PROCESS AREAS 1
PROCESS AREAS 2
 CMMI GOALS
A primary goal of CMMI is the creation of “reliable environments where products,
services and departments are proactive, efficient and productive.”
More specifically, CMMI’s objectives for businesses include enabling your organization
to:

 Produce quality services or products

 Improve customer satisfaction
 Increase value for stockholders
 Achieve industry-wide recognition for excellence
 Grow market share
 CMMI ASSESSMENT
 Examines the processes used in an organization and assesses their maturity in
24 each process area.
% Based on a 6-point scale:

 Not performed;
 Performed;
 Managed;
 Defined;
 Quantitatively managed;
 Optimizing.
 The People CMMI
 “a roadmap for implementing workforce practices that
continuously improve the capability of an organization’s
workforce.”

 defines a set of five organizational maturity levels that provide an

indication of the relative sophistication of workforce practices and
processes
P-CMM Process Areas
0THER SPI FRAMEWORKS
 SPICE— a international initiative to support the International Standard
ISO/IEC 15504 for (Software) Process Assessment [ISO08]

 Bootstrap—a SPI framework for small and medium sized organizations that
conforms to SPICE [Boo06],

 PSP and TSP—individual and team specific SPI frameworks ([Hum97],

[Hum00]) that focus on process in-the-small, a more rigorous approach to
software development coupled with measurement

 TickIT—an auditing method [Tic05] that assesses an organization compliance

to ISO Standard 9001:2000 38
THANK YOU!