CMMI-DEV V1.2GG&GP

CMMI-DEV V1.2 GG&GP
Jacky yi Lead consultant Share-Win Technology
? 2006 by Carnegie Mellon University
Introduction to CMMI v1.2– Page 1

Process Institutionalization
Institutionalization means that the process is ingrained in the way the work is performed: “That’s the way we do things around here.” The organization builds an infrastructure that contains effective, usable, and consistently applied processes. The organizational culture conveys the process. Management nurtures the culture. Culture is conveyed through role models and recognition. Institutionalized processes endure after the people who originally defined them have gone.
? 2006 by Carnegie Mellon University
Introduction to CMMI v1.2– Page 2

Generic Goals and Generic Practices: Building Blocks
Generic goals and generic practices contribute to process institutionalization. The generic goals and generic practices are the model components that provide for commitment and consistency throughout an organization’s processes and activities.
? 2006 by Carnegie Mellon University
Introduction to CMMI v1.2– Page 3

Generic Goals and Institutionalization
The degree of institutionalization is embodied in the generic goals and expressed in the names of the processes associated with each goal as indicated in the table below: Generic Goal & Title GG1: Achieve Specific Goals GG2: Institutionalize a Managed Process * GG3: Institutionalize a Defined Process * GG4: Institutionalize a Quantitatively Managed Process GG5: Institutionalize an Optimizing Process
* These are the only generic goals used in the staged representation.
? 2006 by Carnegie Mellon University Introduction to CMMI v1.2– Page 4
Progression of Processes Performed Process Managed Process Defined Process Quantitatively Managed Process Optimizing Process

Generic Goals Evolve
Each generic goal provides foundation for the next. Therefore, the following conclusions can be made: ? A managed process includes and builds on a performed process. ? A defined process includes and builds on a managed process. ? A quantitatively managed process includes and builds on a defined process. ? An optimizing process includes and builds on a quantitatively managed process.
? 2006 by Carnegie Mellon University
Introduction to CMMI v1.2– Page 5

GG1: Performed Process
GG 1: Achieve Specific Goals The process supports and enables achievement of the specific goals of the process area by transforming identifiable input work products to produce identifiable output work products. ? A performed process accomplishes the work necessary to produce work products. ? All specific goals of the process area are satisfied. ? Essential activities are performed and the work is accomplished. ? The definition, planning, monitoring, and controlling of the process may be incomplete. ? The process may be unstable and inconsistently implemented.
Introduction to CMMI v1.2– Page 6
? 2006 by Carnegie Mellon University

GG1 Generic Practices
GP 1.1: Perform Specific Practices Perform the specific practices of the process area to develop work products and provide services to achieve the specific goals of the process area.
? 2006 by Carnegie Mellon University
Introduction to CMMI v1.2– Page 7

GG 2: Managed Process
GG 2: Institutionalize a Managed Process The process is institutionalized as a managed process.
? A managed process is a performed process that is planned and executed in accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description. ? Management of the process is concerned with institutionalization and the achievement of specific objectives established for the process, such as cost, schedule, and quality objectives.
? 2006 by Carnegie Mellon University
Introduction to CMMI v1.2– Page 8

GG 2 Generic Practices -1
The generic practices for managed processes are the same for all process areas. GP 2.1: Establish an Organizational Policy Establish and maintain an organizational policy for planning and performing the process. GP 2.2: Plan the Process Establish and maintain the plan for performing the process. represents the name of a process area (e.g., Requirements Management)
? 2006 by Carnegie Mellon University Introduction to CMMI v1.2– Page 9

GG 2 Generic Practices -2
GP 2.3: Provide Resources Provide adequate resources for performing the process, developing the work products, and providing the services of the process. GP 2.4: Assign Responsibility Assign responsibility and authority for performing the process, developing the work products, and providing the services of the process. GP 2.5: Train People Train the people performing or supporting the process as needed.
? 2006 by Carnegie Mellon University Introduction to CMMI v1.2– Page 10

GG 2 Generic Practices -3
GP 2.6: Manage Configurations Place designated work products of the process under appropriate levels of control. GP 2.7: Identify and Involve Relevant Stakeholders Identify and involve the relevant stakeholders of the process as planned. GP 2.8: Monitor and Control the Process Monitor and control the process against the plan for performing the process and take appropriate corrective action.
? 2006 by Carnegie Mellon University
Introduction to CMMI v1.2– Page 11

GG 2 Generic Practices -4
GP 2.9: Objectively Evaluate Adherence Objectively evaluate adherence of the process against its process description, standards, and procedures, and address noncompliance. GP 2.10: Review Status with Higher Level Management Review the activities, status, and results of the process with higher level management and resolve issues.
? 2006 by Carnegie Mellon University
Introduction to CMMI v1.2– Page 12

GG 3: Defined Process
GG 3: Institutionalize a Defined Process The process is institutionalized as a defined process. ? A defined process is a managed process that is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines. ? A defined process has a maintained process description. ? A defined process contributes work products, measures, and other process improvement information to the organizational process assets. ? The organization’s set of standard processes are established and improved over time.
? 2006 by Carnegie Mellon University
Introduction to CMMI v1.2– Page 13

GG 3 Generic Practices
The generic practices for defined processes are the same for all process areas. GP 3.1: Establish a Defined Process Establish and maintain the description of a defined process. GP 3.2: Collect Improvement Information Collect work products, measures, measurement results, and improvement information derived from planning and performing the process to support the future use and improvement of the organization’s processes and process assets.
? 2006 by Carnegie Mellon University Introduction to CMMI v1.2– Page 14

GG 4: Quantitatively Managed Process
GG 4: Institutionalize a Quantitatively Managed Process The process is institutionalized as a quantitatively managed process. ? A quantitatively managed process is a defined process that is controlled using statistical and other quantitative techniques. ? Quantitative objectives for product quality, service quality, and process performance are established and used as criteria in managing the process. ? People performing the process are directly involved in quantitatively managing the process. ? Statistical predictability is achieved.
? 2006 by Carnegie Mellon University Introduction to CMMI v1.2– Page 15

GG 4 Generic Practices
The generic practices for quantitatively managed processes are the same for all process areas. GP 4.1: Establish Quantitative Objectives for the Process Establish and maintain quantitative objectives for the process that address quality and process performance based on customer needs and business objectives. GP 4.2: Stabilize Subprocess Performance Stabilize the performance of one or more subprocesses to determine the ability of the process to achieve the established quantitative quality and process-performance objectives.
? 2006 by Carnegie Mellon University Introduction to CMMI v1.2– Page 16

GG 5: Optimizing Process
GG 5: Institutionalize an Optimizing Process The process is institutionalized as an optimizing process. ? An optimizing process is a quantitatively managed process that is improved based on an understanding of the common causes of variation inherent in the process. ? The focus is on continually improving the range of process performance through both incremental and innovative technological improvements. ? Quantitative process improvement objectives are established. ? Process improvement is inherently part of everybody’s role, resulting in cycles of continual improvement.
? 2006 by Carnegie Mellon University Introduction to CMMI v1.2– Page 17

GG 5 Generic Practices
The generic practices for optimizing processes are the same for all process areas. GP 5.1: Ensure Continuous Process Improvement Ensure continuous improvement of the process in fulfilling the relevant business objectives of the organization. GP 5.2: Correct Root Causes of Problems Identify and correct the root causes of defects and other problems in the process.
? 2006 by Carnegie Mellon University
Introduction to CMMI v1.2– Page 18

Critical Distinctions Among Processes
performed vs. managed the extent to which the process is planned; performance is managed against the plan; corrective actions are taken when needed managed vs. defined the scope of application of the process descriptions, standards, and procedures (i.e., project vs. organization) defined vs. quantitatively managed the predictability of process performance quantitatively managed vs. optimizing whether the process is continually improved by addressing common causes of process variation
? 2006 by Carnegie Mellon University Introduction to CMMI v1.2– Page 19

GW3
Summarizing Generic Goals and Practices
Capability Level Generic Goals
GG1: Achieve Specific Goals GG2: Institutionalize a Managed Process
Generic Practices
GP 1.1: Perform Specific Practices
CL 1 CL 2
ML 3 ML 4 ML 5
ML 2
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
CL3 CL4
GG3: Institutionalize a Defined Process GG4: Institutionalize a Quantitatively Managed Process GG5: Institutionalize an Optimizing Process
GP 3.1: Establish a Defined Process GP 3.2: Collect Improvement Information GP 4.1: Establish Quantitative Objectives for the Process GP 4.2: Stabilize Subprocess Performance GP 5.1: Ensure Continuous Process Improvement GP 5.2: Correct Root Causes of Problems
CL5
? 2006 by Carnegie Mellon University
Introduction to CMMI v1.2– Page 20