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1、CMMI介绍 （一）,CMMI Coordinator Team,June 14, 2004,CMM/CMMI的来历,W.S. Humphrey DoD S(c-a)/6,软件生命周期,拟定项目计划,拟定项目计划,进 度 计 划,策 划 项 目 资 源,识 别 知 识 技 能,人 员 调 配 安 排,风 险 策 划,项 目 测 量 安 排,获得承诺,获得承诺,取 得 承 诺,调 整 承 诺,开发组内,各组间,评审项目计划,评审从属计划,谢谢大家,风险管理,风险管理的目的是识别潜在的问题，以便策划处理风险的活动和在必要时在整个项目生存周期中实施这些活动，缓解不利的影响，实现目标。 风险管理是一个
2、连续的前瞻性的过程，它是业务和技术管理过程的重要组成部分。风险管理需要处理可能危及关键目标的问题。,风险管理组成,风险管理可以分成三个部分：风险管理策划；识别和分析风险；以及处理所识别的风险（包括在必要时实施风险缓解计划）。,风险管理策划,风险管理策划是指建立企业通用的风险来源分类；风险级别划分规则；风险优先级规则和风险管理资源安排等活动。（由SEPG组织完成）,风险识别,风险的来源： 项目特点（交付时间，特殊应用等） 开发和商业环境 人员技能 技术 资源 数据迁移,风险分析和RV,RV (Risk Value)=P x Imp,风险排序,根据RV值的大小将所识别出的风险进行排序，针对前一两个
3、风险制订相应的风险处理计划。 当RV值相同，但是P和Imp值不同的两个风险应如何排序？ RV=P x Imp 为风险设定阀值、优先顺序等（填写Risk log）,风险处理计划,Risk avoidance: Reject item/process that would allow the risk to arise while still meeting the standard/requirement Risk Transfer: Transferring the risk to the corresponding party who should own 2 For PLM project
4、s, development team works with product management team to acquire customer requirement, refine and finalize the requirements;,To be Continued,Client Engagement,Activities,3 For non-PLM project, a contract review team (CRT) will work with development team to acquire customer needs, refine requirement
5、 and finalize the contract.,Client Engagement,Outputs,MRD, UC, UI, System Requirement Site Map Change Request Review Report PI Note (maybe Email) Requirement Matrix Draft Project Plan,Client Engagement,Exit Criteria,Notification from Product management team stating development work can starts for PL
6、M projects Contract Review report with an acceptance or rejection decision for non-PLM contract.,Project Planning,Entry Criteria,PM or DM is trained in the area of software project management and software estimating. Contract review completed and project initiation note raised,Project Planning,Input
7、s,MRD, System Requirement, and part of UC, UI etc. SOW (if any) Estimation Results,Project Planning,Activities,1 PM or appoints DM prepares a draft project plan, as per defined template, based on SOW/ contract review record/ contract/ MRD and other information available; 2 Depending on project needs
8、 and technical features, PM and DM define the software life cycle;,To be Continued,Project Planning,Activities,3 Based on SOW and MRD, System Requirement, UC, etc, PM establishes WBS (MS Project); 4 PM estimates the size, complexity, effort and schedule of the tasks that identified in WBS with help
9、from project team;,To be Continued,Project Planning,Activities,5 PM identifies risks and develops risk management plan in his project plan; 6 PM identifies training needs for his team member in his plan;,To be Continued,Project Planning,Activities,7 PM identifies H/W, S/W and other resource requirem
10、ents in his project plan; 8Tailoring guideline will be used to tailor the project, if required; 9PM defines methods of project monitoring and control in project plan;,To be Continued,Project Planning,Activities,10 PM should communicate with affected teams (such as SQA) to finalize the affected plans
11、 .( Like PPQA plan and CM Plan); 11PM organizes a internal review meeting and invites SQA, HR, IT support etc. to attend this meeting. In this meeting, PM negotiates commitment from all stakeholders;,To be Continued,Project Planning,Activities,12PM updates project plan based on the output of project
12、 review meeting; 13Project plan is approved by MRC or US PM (if any); 14After approval from MRC or US PM, project plan should be baselined.,Project Planning,Outputs,Project Plan is Baselined,Project Planning,Exit Criteria,Project closured,Monitoring and Control,Entry Criteria,Project is on going,Mon
13、itoring and Control,Inputs,Project plan; Affected plans; Project tracking sheet.,Monitoring and Control,Activities,1 PM holds a meeting with project team to find out the current status of project. PM updates the Project Tracking Sheet to report the project status; 2 PM send Project Tracking Sheet to
14、 US PM weekly; 3 PM updates project plan as need when project status is changed. The updated plan should be approved by MRC or US PM;,To be Continued,Monitoring and Control,Activities,4 PM adjust development work based on new plan; 5 PM reviews the project status with other projects PM once in 15 da
15、ys. In the review meeting, every PM should introduce the status of his project. Other PMs will give some advices and comments on it; 6 For unresolved issues, PM should report to GM for help;,Monitoring and Control,Outputs,Project Tracking Sheet Updated Project Plan,Monitoring and Control,Exit Criter
16、ia,Project closured.,Risk Management,Entry Criteria,When PM or DM identifies risks, anytime such as : Contract review Develop a Project plan Or develop other affected plans,Risk Management,Inputs,Contract Proposal Tender Draft Project Plan,Risk Management,Activities,1 Risk Planning Risk planning is
17、the detailed formulation of a program of action for the management of risk; 2 Risk Assessment Risk identification Risk Analysis, Rating and Prioritization,To be Continued,Risk Management,Activities,3 Risk Handling Mitigation Contingency 4 Risk Monitoring Risks identified, tracked, controlled Occurre
18、nce of unidentified risks Comparison of estimated risk mitigation,Risk Management,Outputs,Risk Management Plan (part of PP) Risk Log (part of PP) Mitigation/Contingency Plan Modified Project Plan,Risk Management,Exit Criteria,Baselined RMP/PP Baselined Mitigation/Contingency Plan,CMMI介绍 （五）,CMMI Coo
19、rdinator Team,October 07, 2004,PM Training (part 2),培训内容,SW development lifecycle SDLC Tailoring Product release DAR,SW development lifecycle,Waterfall,System feasibility Validation,Software Plans Draft project plan will be developed.,SDLC Tailoring,Inputs,MRD, System Requirement, and part of UC, UI
20、 etc. FB SDLC guideline FB Tailoring guideline,SDLC Tailoring,Activities,1 Depending on the requirements,the PM or DM will select the appropriate life cycle; 2 If it is seen that the project cannot be carried out with any specified model in the Software development Process, then the appropriate life
21、 cycle procedure will be described in the relevant section of the Project Plan. The new life cycle is also to be sent to SEPG for its final approval;,To be Continued,SDLC Tailoring,Activities,3 If the new Life cycle is not approved by SEPG, then the PM or any authorized person will make the changes
22、as required and get approval from SEPG; 4 For an existing life cycle model, the PM may pick up the not applicable phases and mention the same clearly in the relevant section of the Project Plan;,To be Continued,SDLC Tailoring,Activities,5 The tailoring shall match the requirement as expressed in the
23、 scope/ contract document; 6 After choosing a life cycle, later if it is seen that another life cycle may be more appropriate, the PM may change it after assessing the impact on delivery schedule;,To be Continued,SDLC Tailoring,Activities,7 The description of all the life cycles as a whole stating w
24、hat life cycle is to be selected at what circumstances is given in the SDLC guideline 8 Only the PM will choose SDLC as appropriate as possible. However, after choosing the appropriate life cycle, tailoring is to be done as required.,SDLC Tailoring,Outputs,New SDLC (if any) Project Plan,SDLC Tailori
25、ng,Exit Criteria,An appropriate life cycle is selected,Product Release,Entry Criteria,Product passed QA test,Product Release,Inputs,Test summary report; Installation checklist (blank); Product installation package (I-IRP).,Product Release,Activities,1 QA sends an email notification including a Test
26、Summary Report and installation checklist to the Product Release Team advising that the software has met the QA release criteria; 2 PM send sends an email and the installation checklist to the PRT Team notifying them that the (I-IRP) has been uploaded to an ftp site into a unique folder;,Product Rel
27、ease,Outputs,Test summary report; Installation checklist; Product installation package.,Product Release,Exit Criteria,US team/ Customer can make a validation,DAR,Entry Criteria,Issue that requiring a formal evaluation of alternative solutions is identified and a decision need to be taken,DAR,Inputs,
28、Issues to be evaluated,DAR,Activities,1 Establish Evaluation Criteria; 2 Identify Alternatives; 3 Select Evaluation Methods; 4 Evaluate Alternatives; 5 Select Alternatives.,DAR,Outputs,Criteria of evaluating alternatives Rankings of the criteria Identified alternatives Evaluation method used Evaluat
29、ion results Recommended alternative Rationale for the recommendation and rejection,DAR,Exit Criteria,Decisions taken according to the evaluation results,CMMI介绍 （六）,CMMI Coordinator Team,October 07, 2004,PM Training (part 3),培训内容,Metrication Review,Metrication,Entry Criteria,Whenever data is to be co
30、llected and / or analyzed, as defined in the PP plan or metrics process.,Metrication,Inputs,The inputs for individual metrics are unique to the particular metric. They typically consist of Daily log, Planned and Actual Schedules, Cost Schedules, etc.,Metrication,Activities,1 Collection of Data: Data
31、 is collected generally from the Daily log / MS project schedules / Project tracking sheet / Clear Quest defect tracking system; 2 Compute Metric: The appropriate input data is applied to the Metric and the results computed. Note that the computational logic for each metric is unique. Please refer t
32、o Appendix A for details;,To be Continued,Metrication,Activities,3 Analyse and Review Results: The results of the metric need to be analysed and reviewed with the Project Manager. Appropriate action needs to be decided thereon; 4 Action: A feedback needs to be sent to the relevant Application develo
33、pment phase to ensure that the application development is improved. This is the closed loop feedback process.,Metrication,Outputs,The outputs from this process are the Metrics statistics for the particular metric applied. Details of specific metric outputs are available in Appendix A in FB Metricati
34、on process document.,Metrication,Exit Criteria,Metric output generated and appropriate action taken.,Review,Please refer to FB Review process.,CMMI介绍 （七）,CMMI Coordinator Team,October 08, 2004,CM Training,培训内容,CM process Part of SPDB guideline,CM process,Entry Criteria,Receive a project initiated si
35、gnal, such as PI Note.,CM process,Inputs,Outputs of Client Engagement Anything identified in CM plan,CM processCM planning sub-process,Activities,1 In Kick off meeting of the project, PM assigns a CMer; 2 CMer gets the SDLC information from DM and identifies the configuration items for the project w
36、ith DM. CMer Prepares CM plan as per CM plan template; 3 Identify configuration management tool;,To be Continued,CM processCM planning sub-process,Activities,4 CMer identifies CIs with DM, define location of baselined CIs in the CM plan, define the directory structure for the project; 5 CMer and DM
37、define naming conversion, version control, change control mechanism, in the CM plan; 6 CMer defines CIs status account methods and schedule of CM audit in CM plan;,To be Continued,CM processCM planning sub-process,Activities,7 CMer communicates with PM to specify CM milestones and activities; 8 CMer
38、 communicates with SQA to confirm when and what should be reviewed and audited in CM plan; 9 CMer submits CM plan to PM for review and approval. Once it is approved, CMer should baseline it and performs CM activities based on this plan.,CM processChange control sub-process,Activities,1 When Change R
39、equest is received, PM handle with the change analysis, plan, design and implementation; 2 CMer puts the Change Request in CM library and gives it a serial number. PM records it in CR List worksheet of Project Tracking Sheet;,To be Continued,CM processChange control sub-process,Activities,3 Accordin
40、g to Change Request, PM,DM and development team analyze the impacts of change, CMer should join; 4 Change acceptance criteria (e.g.):,To be Continued,Effort =5% implement by CCB,CM processChange control sub-process,Activities,5 Based on Impact analysis, CMer analyze the impacts on CIs which affected
41、 by the change, and makes properly activities; 6 When the change is closed, CMer will check in all related CIs into CM library with updated version number;,To be Continued,CM processChange control sub-process,Activities,7 The latest Project Tracking Sheet should hold all the Change Request list sinc
42、e the project initiation;,CM processCM Audit,Activities,1 CMer performs CIs status account and audit according to the Configuration Management Plan or an audit request; 2 The audit should focus on: Integrity of the baselines Configuration records correctly reflect the status of CIs Structure and int
43、egrity of the CM library Completeness and correctness of CIs,To be Continued,CM processCM Audit,Activities,3 CMer develops and distributes the CM Audit Report to the relative teams or person and SQA; 4 SQA should checking the contents of the CM library based on the CM Audit Report to verify the vali
44、dation of this report.,To be Continued,CM processCM Audit,Activities,5 CMer should correct all problems that discovered during the audit. Meanwhile, he should track and correct the NCR that issued by SQA.,CM process,Outputs,CM library MDL Configuration Audit Report CM plan Baseline status sheet,CM p
45、rocess,Exit Criteria,Project closured.,CMMI介绍 （八）,CMMI Coordinator Team,October 08, 2004,SEPG ,To be Continued,PDI process About SEPG,Activities,2 SEPGs role and responsibilities include: Development, Review and Release of QMS elements (procedures, standards, guidelines, records etc.) Monitoring pro
46、cess performance goals, both short-term and long-term established by the SEPG;,To be Continued,PDI process About SEPG,Activities,3 Software Engineering Process Group assesses the processes periodically based on: Findings of CMMI based assessment of Freeborders Shenzhen process capability Internal Ga
47、p Analysis Metrics - baselined process metrics data Process improvement suggestions including those for new process change, received from employees,To be Continued,PDI process About SEPG,Activities,4 These inputs are discussed in the SEPG review meetings primarily with the objective of: Identifying
48、process improvements, and devising solutions to the problems identified Assigning responsibilities and due dates to implement the above,To be Continued,PDI process About SEPG,Activities,5 Minutes of the SEPG meetings are prepared along with a plan for implementation of action points. Based on these
49、meetings the SEPG plan (Part of QA Plan) can be updated if required. Implement and approve SEPG Plan and take appropriate action to improve processes. The improvement in the processes must be tracked to completion. While tracking, the focus should be to satisfy the process improvement objectives.,To be Continued,PDI process About SEPG,Activities,6 Organizations standard software process is developed, maintained and documented as per Documentation Standard; 7 A library of QMS documentation is established and maintained;,To be Continued,PDI process About SEPG,