第一章CMMI Overview

南台科技大學 資管系陳炳文吳敏南 編

Table of Contents

bull 流程與流程改善bull CMMI 的基本認知bull CMMI 的誤解bull 台灣現況與建議 bull QampA

流程與流程改善

What Is a Process

bull A process ( 流程 or 過程 ) is a set of practices ( or a sequence of actions) performed for a given purposendash Integrating people procedures amp methods an

d tools togetherndash Example

Defining a Process

bull A mature process is documented with process notations eg data flow diagrams activity diagrams check lists flowchart

bull Activity detailsndash Purpose participants inputs entry criteria

work products outputs exit criteria performance measure sub-practices and work items

What Is a Software Process

bull A software process is a set of activities methods practices tools and transformations that people employ to develop and maintain softwarendash The associated products include project plans

design documents code test cases user manuals hellip

What Is a Process Model

bull A process model isndash a common set of process requirements capturing

best practices practical knowledge to guide prioritiesndash a structured collection of elements that describe

characteristics of effective processes

bull A process model is usedndash as a guide to modify or create processes using

practices that have been proven to increase process capability

ndash to assess process capability for two purposesbull Establish a baseline for improvementbull Measure progress as improvement activities proceed

Modeling the Software Process

bull Decomposing the software process it can be viewed as a set of defect injection and defect removal activities

DesignReview

Design Implementation

CodeReview

IntegrationTransition

To Customer

Defectsinjected

Defectsremoved

Defectsinjected

Defectsremoved

Defectsremoved

Defectsremoved

SoftwareRequirements

Defectsinjected

ReqReview

Defectsremoved

Fielded

Defectsremoved

Will HayesQuality Manager SEI Appraisal Program

Defect Estimating

0

50

100

150

200

250

300

SW Requirements

Design Implementation Integration Transition toCustomer

Fielded

Estimating Injection amp Removal

Benefits of ProcessImprovement

bull Process improvement is aimed at increasing the capability of work processesndash Process capability the inherent ability of a

process to produce planned resultsndash As process capability increases

bull it becomes predictable and measurablebull major causes of poor quality and productivity are

controlled or eliminated

Model-Based Process Improvement

bull Process improvement ( 流程改善 ) cyclendash Management commitment and an assessmentndash The findings from assessment to feed action p

lansndash Plans complete perform further assessments

The cycle continue

A Process Improvement Approach

by SEI IDEAL Model

Initiating

Diagnosing

Establishing

Acting

Learning

ProposeFutureActions

Analyzeand

Validate

PilotTestSolution

CreateSolution

Develop Approach

Set Priorities

DevelopRecommendations

Characterize Current

and Desired States

CharterInfrastructure

BuildSponsorship

Stimulus forChange

Set Context

ImplementSolution

Refine Solution

Plan Actions

A Process Improvement Approach by SEI IDEAL Model (2)

bull Initiatingndash Set context Build sponsorship charter infrastructure

bull Diagnosingndash Characterize current amp desired states Develop

recommendationsbull Establishing

ndash Set priorities Develop approach Plan actionsbull Acting

ndash Create solution Pilottest solution Refine solution Implement solution

bull Learningndash Analyze and validate propose future actions

CMMI 基本的認知

CMM 和 CMMI 的演進bull Carnegie Mellon University ndash USA DOD Supported Software Engineeri

ng Institute (SEI)bull 1987

ndash First CMM (Capability Maturity Model) published as a technical report

bull 1989ndash Book on the software maturity framework published

bull 1991ndash CMM V 10 for software published

bull 19931994ndash CMM V 11 for software publishedndash PSP (Personal Software Process) developed by the SEI

bull 1995ndash New specialized CMM published by the SEI including CMMrsquos fo

r software acquisition (SA-CMM) system engineering (SE-CMM) integrated product development (IPD-CMM) and human resource management (People-CMM)

CMM 和 CMMI 的演進 (2)

bull 1996ndash TSP (Team Software Process) developed by the SEI

bull 1997ndash New Quality Standards continue to emerge such as EIAIS 731

CMMI (Capability Maturity Model Integration) project by the USA DOD

bull 122000ndash CMMI V 102 Published (Translation of Chinese Version by III

資策會 )bull 122001

ndash CMMI V 11Pulblishedbull 2003

ndash The SEI has announced - SEI will discontinue any support of CMM after December 2005

A Proliferation of Models and Standards

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

Table of Contents

bull 流程與流程改善bull CMMI 的基本認知bull CMMI 的誤解bull 台灣現況與建議 bull QampA

流程與流程改善

What Is a Process

bull A process ( 流程 or 過程 ) is a set of practices ( or a sequence of actions) performed for a given purposendash Integrating people procedures amp methods an

d tools togetherndash Example

Defining a Process

bull A mature process is documented with process notations eg data flow diagrams activity diagrams check lists flowchart

bull Activity detailsndash Purpose participants inputs entry criteria

work products outputs exit criteria performance measure sub-practices and work items

What Is a Software Process

bull A software process is a set of activities methods practices tools and transformations that people employ to develop and maintain softwarendash The associated products include project plans

design documents code test cases user manuals hellip

What Is a Process Model

bull A process model isndash a common set of process requirements capturing

best practices practical knowledge to guide prioritiesndash a structured collection of elements that describe

characteristics of effective processes

bull A process model is usedndash as a guide to modify or create processes using

practices that have been proven to increase process capability

ndash to assess process capability for two purposesbull Establish a baseline for improvementbull Measure progress as improvement activities proceed

Modeling the Software Process

bull Decomposing the software process it can be viewed as a set of defect injection and defect removal activities

DesignReview

Design Implementation

CodeReview

IntegrationTransition

To Customer

Defectsinjected

Defectsremoved

Defectsinjected

Defectsremoved

Defectsremoved

Defectsremoved

SoftwareRequirements

Defectsinjected

ReqReview

Defectsremoved

Fielded

Defectsremoved

Will HayesQuality Manager SEI Appraisal Program

Defect Estimating

0

50

100

150

200

250

300

SW Requirements

Design Implementation Integration Transition toCustomer

Fielded

Estimating Injection amp Removal

Benefits of ProcessImprovement

bull Process improvement is aimed at increasing the capability of work processesndash Process capability the inherent ability of a

process to produce planned resultsndash As process capability increases

bull it becomes predictable and measurablebull major causes of poor quality and productivity are

controlled or eliminated

Model-Based Process Improvement

bull Process improvement ( 流程改善 ) cyclendash Management commitment and an assessmentndash The findings from assessment to feed action p

lansndash Plans complete perform further assessments

The cycle continue

A Process Improvement Approach

by SEI IDEAL Model

Initiating

Diagnosing

Establishing

Acting

Learning

ProposeFutureActions

Analyzeand

Validate

PilotTestSolution

CreateSolution

Develop Approach

Set Priorities

DevelopRecommendations

Characterize Current

and Desired States

CharterInfrastructure

BuildSponsorship

Stimulus forChange

Set Context

ImplementSolution

Refine Solution

Plan Actions

A Process Improvement Approach by SEI IDEAL Model (2)

bull Initiatingndash Set context Build sponsorship charter infrastructure

bull Diagnosingndash Characterize current amp desired states Develop

recommendationsbull Establishing

ndash Set priorities Develop approach Plan actionsbull Acting

ndash Create solution Pilottest solution Refine solution Implement solution

bull Learningndash Analyze and validate propose future actions

CMMI 基本的認知

CMM 和 CMMI 的演進bull Carnegie Mellon University ndash USA DOD Supported Software Engineeri

ng Institute (SEI)bull 1987

ndash First CMM (Capability Maturity Model) published as a technical report

bull 1989ndash Book on the software maturity framework published

bull 1991ndash CMM V 10 for software published

bull 19931994ndash CMM V 11 for software publishedndash PSP (Personal Software Process) developed by the SEI

bull 1995ndash New specialized CMM published by the SEI including CMMrsquos fo

r software acquisition (SA-CMM) system engineering (SE-CMM) integrated product development (IPD-CMM) and human resource management (People-CMM)

CMM 和 CMMI 的演進 (2)

bull 1996ndash TSP (Team Software Process) developed by the SEI

bull 1997ndash New Quality Standards continue to emerge such as EIAIS 731

CMMI (Capability Maturity Model Integration) project by the USA DOD

bull 122000ndash CMMI V 102 Published (Translation of Chinese Version by III

資策會 )bull 122001

ndash CMMI V 11Pulblishedbull 2003

ndash The SEI has announced - SEI will discontinue any support of CMM after December 2005

A Proliferation of Models and Standards

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

流程與流程改善

What Is a Process

bull A process ( 流程 or 過程 ) is a set of practices ( or a sequence of actions) performed for a given purposendash Integrating people procedures amp methods an

d tools togetherndash Example

Defining a Process

bull A mature process is documented with process notations eg data flow diagrams activity diagrams check lists flowchart

bull Activity detailsndash Purpose participants inputs entry criteria

work products outputs exit criteria performance measure sub-practices and work items

What Is a Software Process

bull A software process is a set of activities methods practices tools and transformations that people employ to develop and maintain softwarendash The associated products include project plans

design documents code test cases user manuals hellip

What Is a Process Model

bull A process model isndash a common set of process requirements capturing

best practices practical knowledge to guide prioritiesndash a structured collection of elements that describe

characteristics of effective processes

bull A process model is usedndash as a guide to modify or create processes using

practices that have been proven to increase process capability

ndash to assess process capability for two purposesbull Establish a baseline for improvementbull Measure progress as improvement activities proceed

Modeling the Software Process

bull Decomposing the software process it can be viewed as a set of defect injection and defect removal activities

DesignReview

Design Implementation

CodeReview

IntegrationTransition

To Customer

Defectsinjected

Defectsremoved

Defectsinjected

Defectsremoved

Defectsremoved

Defectsremoved

SoftwareRequirements

Defectsinjected

ReqReview

Defectsremoved

Fielded

Defectsremoved

Will HayesQuality Manager SEI Appraisal Program

Defect Estimating

0

50

100

150

200

250

300

SW Requirements

Design Implementation Integration Transition toCustomer

Fielded

Estimating Injection amp Removal

Benefits of ProcessImprovement

bull Process improvement is aimed at increasing the capability of work processesndash Process capability the inherent ability of a

process to produce planned resultsndash As process capability increases

bull it becomes predictable and measurablebull major causes of poor quality and productivity are

controlled or eliminated

Model-Based Process Improvement

bull Process improvement ( 流程改善 ) cyclendash Management commitment and an assessmentndash The findings from assessment to feed action p

lansndash Plans complete perform further assessments

The cycle continue

A Process Improvement Approach

by SEI IDEAL Model

Initiating

Diagnosing

Establishing

Acting

Learning

ProposeFutureActions

Analyzeand

Validate

PilotTestSolution

CreateSolution

Develop Approach

Set Priorities

DevelopRecommendations

Characterize Current

and Desired States

CharterInfrastructure

BuildSponsorship

Stimulus forChange

Set Context

ImplementSolution

Refine Solution

Plan Actions

A Process Improvement Approach by SEI IDEAL Model (2)

bull Initiatingndash Set context Build sponsorship charter infrastructure

bull Diagnosingndash Characterize current amp desired states Develop

recommendationsbull Establishing

ndash Set priorities Develop approach Plan actionsbull Acting

ndash Create solution Pilottest solution Refine solution Implement solution

bull Learningndash Analyze and validate propose future actions

CMMI 基本的認知

CMM 和 CMMI 的演進bull Carnegie Mellon University ndash USA DOD Supported Software Engineeri

ng Institute (SEI)bull 1987

ndash First CMM (Capability Maturity Model) published as a technical report

bull 1989ndash Book on the software maturity framework published

bull 1991ndash CMM V 10 for software published

bull 19931994ndash CMM V 11 for software publishedndash PSP (Personal Software Process) developed by the SEI

bull 1995ndash New specialized CMM published by the SEI including CMMrsquos fo

r software acquisition (SA-CMM) system engineering (SE-CMM) integrated product development (IPD-CMM) and human resource management (People-CMM)

CMM 和 CMMI 的演進 (2)

bull 1996ndash TSP (Team Software Process) developed by the SEI

bull 1997ndash New Quality Standards continue to emerge such as EIAIS 731

CMMI (Capability Maturity Model Integration) project by the USA DOD

bull 122000ndash CMMI V 102 Published (Translation of Chinese Version by III

資策會 )bull 122001

ndash CMMI V 11Pulblishedbull 2003

ndash The SEI has announced - SEI will discontinue any support of CMM after December 2005

A Proliferation of Models and Standards

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

What Is a Process

bull A process ( 流程 or 過程 ) is a set of practices ( or a sequence of actions) performed for a given purposendash Integrating people procedures amp methods an

d tools togetherndash Example

Defining a Process

bull A mature process is documented with process notations eg data flow diagrams activity diagrams check lists flowchart

bull Activity detailsndash Purpose participants inputs entry criteria

work products outputs exit criteria performance measure sub-practices and work items

What Is a Software Process

bull A software process is a set of activities methods practices tools and transformations that people employ to develop and maintain softwarendash The associated products include project plans

design documents code test cases user manuals hellip

What Is a Process Model

bull A process model isndash a common set of process requirements capturing

best practices practical knowledge to guide prioritiesndash a structured collection of elements that describe

characteristics of effective processes

bull A process model is usedndash as a guide to modify or create processes using

practices that have been proven to increase process capability

ndash to assess process capability for two purposesbull Establish a baseline for improvementbull Measure progress as improvement activities proceed

Modeling the Software Process

bull Decomposing the software process it can be viewed as a set of defect injection and defect removal activities

DesignReview

Design Implementation

CodeReview

IntegrationTransition

To Customer

Defectsinjected

Defectsremoved

Defectsinjected

Defectsremoved

Defectsremoved

Defectsremoved

SoftwareRequirements

Defectsinjected

ReqReview

Defectsremoved

Fielded

Defectsremoved

Will HayesQuality Manager SEI Appraisal Program

Defect Estimating

0

50

100

150

200

250

300

SW Requirements

Design Implementation Integration Transition toCustomer

Fielded

Estimating Injection amp Removal

Benefits of ProcessImprovement

bull Process improvement is aimed at increasing the capability of work processesndash Process capability the inherent ability of a

process to produce planned resultsndash As process capability increases

bull it becomes predictable and measurablebull major causes of poor quality and productivity are

controlled or eliminated

Model-Based Process Improvement

bull Process improvement ( 流程改善 ) cyclendash Management commitment and an assessmentndash The findings from assessment to feed action p

lansndash Plans complete perform further assessments

The cycle continue

A Process Improvement Approach

by SEI IDEAL Model

Initiating

Diagnosing

Establishing

Acting

Learning

ProposeFutureActions

Analyzeand

Validate

PilotTestSolution

CreateSolution

Develop Approach

Set Priorities

DevelopRecommendations

Characterize Current

and Desired States

CharterInfrastructure

BuildSponsorship

Stimulus forChange

Set Context

ImplementSolution

Refine Solution

Plan Actions

A Process Improvement Approach by SEI IDEAL Model (2)

bull Initiatingndash Set context Build sponsorship charter infrastructure

bull Diagnosingndash Characterize current amp desired states Develop

recommendationsbull Establishing

ndash Set priorities Develop approach Plan actionsbull Acting

ndash Create solution Pilottest solution Refine solution Implement solution

bull Learningndash Analyze and validate propose future actions

CMMI 基本的認知

CMM 和 CMMI 的演進bull Carnegie Mellon University ndash USA DOD Supported Software Engineeri

ng Institute (SEI)bull 1987

ndash First CMM (Capability Maturity Model) published as a technical report

bull 1989ndash Book on the software maturity framework published

bull 1991ndash CMM V 10 for software published

bull 19931994ndash CMM V 11 for software publishedndash PSP (Personal Software Process) developed by the SEI

bull 1995ndash New specialized CMM published by the SEI including CMMrsquos fo

r software acquisition (SA-CMM) system engineering (SE-CMM) integrated product development (IPD-CMM) and human resource management (People-CMM)

CMM 和 CMMI 的演進 (2)

bull 1996ndash TSP (Team Software Process) developed by the SEI

bull 1997ndash New Quality Standards continue to emerge such as EIAIS 731

CMMI (Capability Maturity Model Integration) project by the USA DOD

bull 122000ndash CMMI V 102 Published (Translation of Chinese Version by III

資策會 )bull 122001

ndash CMMI V 11Pulblishedbull 2003

ndash The SEI has announced - SEI will discontinue any support of CMM after December 2005

A Proliferation of Models and Standards

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

Defining a Process

bull A mature process is documented with process notations eg data flow diagrams activity diagrams check lists flowchart

bull Activity detailsndash Purpose participants inputs entry criteria

work products outputs exit criteria performance measure sub-practices and work items

What Is a Software Process

bull A software process is a set of activities methods practices tools and transformations that people employ to develop and maintain softwarendash The associated products include project plans

design documents code test cases user manuals hellip

What Is a Process Model

bull A process model isndash a common set of process requirements capturing

best practices practical knowledge to guide prioritiesndash a structured collection of elements that describe

characteristics of effective processes

bull A process model is usedndash as a guide to modify or create processes using

practices that have been proven to increase process capability

ndash to assess process capability for two purposesbull Establish a baseline for improvementbull Measure progress as improvement activities proceed

Modeling the Software Process

bull Decomposing the software process it can be viewed as a set of defect injection and defect removal activities

DesignReview

Design Implementation

CodeReview

IntegrationTransition

To Customer

Defectsinjected

Defectsremoved

Defectsinjected

Defectsremoved

Defectsremoved

Defectsremoved

SoftwareRequirements

Defectsinjected

ReqReview

Defectsremoved

Fielded

Defectsremoved

Will HayesQuality Manager SEI Appraisal Program

Defect Estimating

0

50

100

150

200

250

300

SW Requirements

Design Implementation Integration Transition toCustomer

Fielded

Estimating Injection amp Removal

Benefits of ProcessImprovement

bull Process improvement is aimed at increasing the capability of work processesndash Process capability the inherent ability of a

process to produce planned resultsndash As process capability increases

bull it becomes predictable and measurablebull major causes of poor quality and productivity are

controlled or eliminated

Model-Based Process Improvement

bull Process improvement ( 流程改善 ) cyclendash Management commitment and an assessmentndash The findings from assessment to feed action p

lansndash Plans complete perform further assessments

The cycle continue

A Process Improvement Approach

by SEI IDEAL Model

Initiating

Diagnosing

Establishing

Acting

Learning

ProposeFutureActions

Analyzeand

Validate

PilotTestSolution

CreateSolution

Develop Approach

Set Priorities

DevelopRecommendations

Characterize Current

and Desired States

CharterInfrastructure

BuildSponsorship

Stimulus forChange

Set Context

ImplementSolution

Refine Solution

Plan Actions

A Process Improvement Approach by SEI IDEAL Model (2)

bull Initiatingndash Set context Build sponsorship charter infrastructure

bull Diagnosingndash Characterize current amp desired states Develop

recommendationsbull Establishing

ndash Set priorities Develop approach Plan actionsbull Acting

ndash Create solution Pilottest solution Refine solution Implement solution

bull Learningndash Analyze and validate propose future actions

CMMI 基本的認知

CMM 和 CMMI 的演進bull Carnegie Mellon University ndash USA DOD Supported Software Engineeri

ng Institute (SEI)bull 1987

ndash First CMM (Capability Maturity Model) published as a technical report

bull 1989ndash Book on the software maturity framework published

bull 1991ndash CMM V 10 for software published

bull 19931994ndash CMM V 11 for software publishedndash PSP (Personal Software Process) developed by the SEI

bull 1995ndash New specialized CMM published by the SEI including CMMrsquos fo

r software acquisition (SA-CMM) system engineering (SE-CMM) integrated product development (IPD-CMM) and human resource management (People-CMM)

CMM 和 CMMI 的演進 (2)

bull 1996ndash TSP (Team Software Process) developed by the SEI

bull 1997ndash New Quality Standards continue to emerge such as EIAIS 731

CMMI (Capability Maturity Model Integration) project by the USA DOD

bull 122000ndash CMMI V 102 Published (Translation of Chinese Version by III

資策會 )bull 122001

ndash CMMI V 11Pulblishedbull 2003

ndash The SEI has announced - SEI will discontinue any support of CMM after December 2005

A Proliferation of Models and Standards

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

What Is a Software Process

bull A software process is a set of activities methods practices tools and transformations that people employ to develop and maintain softwarendash The associated products include project plans

design documents code test cases user manuals hellip

What Is a Process Model

bull A process model isndash a common set of process requirements capturing

best practices practical knowledge to guide prioritiesndash a structured collection of elements that describe

characteristics of effective processes

bull A process model is usedndash as a guide to modify or create processes using

practices that have been proven to increase process capability

ndash to assess process capability for two purposesbull Establish a baseline for improvementbull Measure progress as improvement activities proceed

Modeling the Software Process

bull Decomposing the software process it can be viewed as a set of defect injection and defect removal activities

DesignReview

Design Implementation

CodeReview

IntegrationTransition

To Customer

Defectsinjected

Defectsremoved

Defectsinjected

Defectsremoved

Defectsremoved

Defectsremoved

SoftwareRequirements

Defectsinjected

ReqReview

Defectsremoved

Fielded

Defectsremoved

Will HayesQuality Manager SEI Appraisal Program

Defect Estimating

0

50

100

150

200

250

300

SW Requirements

Design Implementation Integration Transition toCustomer

Fielded

Estimating Injection amp Removal

Benefits of ProcessImprovement

bull Process improvement is aimed at increasing the capability of work processesndash Process capability the inherent ability of a

process to produce planned resultsndash As process capability increases

bull it becomes predictable and measurablebull major causes of poor quality and productivity are

controlled or eliminated

Model-Based Process Improvement

bull Process improvement ( 流程改善 ) cyclendash Management commitment and an assessmentndash The findings from assessment to feed action p

lansndash Plans complete perform further assessments

The cycle continue

A Process Improvement Approach

by SEI IDEAL Model

Initiating

Diagnosing

Establishing

Acting

Learning

ProposeFutureActions

Analyzeand

Validate

PilotTestSolution

CreateSolution

Develop Approach

Set Priorities

DevelopRecommendations

Characterize Current

and Desired States

CharterInfrastructure

BuildSponsorship

Stimulus forChange

Set Context

ImplementSolution

Refine Solution

Plan Actions

A Process Improvement Approach by SEI IDEAL Model (2)

bull Initiatingndash Set context Build sponsorship charter infrastructure

bull Diagnosingndash Characterize current amp desired states Develop

recommendationsbull Establishing

ndash Set priorities Develop approach Plan actionsbull Acting

ndash Create solution Pilottest solution Refine solution Implement solution

bull Learningndash Analyze and validate propose future actions

CMMI 基本的認知

CMM 和 CMMI 的演進bull Carnegie Mellon University ndash USA DOD Supported Software Engineeri

ng Institute (SEI)bull 1987

ndash First CMM (Capability Maturity Model) published as a technical report

bull 1989ndash Book on the software maturity framework published

bull 1991ndash CMM V 10 for software published

bull 19931994ndash CMM V 11 for software publishedndash PSP (Personal Software Process) developed by the SEI

bull 1995ndash New specialized CMM published by the SEI including CMMrsquos fo

r software acquisition (SA-CMM) system engineering (SE-CMM) integrated product development (IPD-CMM) and human resource management (People-CMM)

CMM 和 CMMI 的演進 (2)

bull 1996ndash TSP (Team Software Process) developed by the SEI

bull 1997ndash New Quality Standards continue to emerge such as EIAIS 731

CMMI (Capability Maturity Model Integration) project by the USA DOD

bull 122000ndash CMMI V 102 Published (Translation of Chinese Version by III

資策會 )bull 122001

ndash CMMI V 11Pulblishedbull 2003

ndash The SEI has announced - SEI will discontinue any support of CMM after December 2005

A Proliferation of Models and Standards

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

What Is a Process Model

bull A process model isndash a common set of process requirements capturing

best practices practical knowledge to guide prioritiesndash a structured collection of elements that describe

characteristics of effective processes

bull A process model is usedndash as a guide to modify or create processes using

practices that have been proven to increase process capability

ndash to assess process capability for two purposesbull Establish a baseline for improvementbull Measure progress as improvement activities proceed

Modeling the Software Process

bull Decomposing the software process it can be viewed as a set of defect injection and defect removal activities

DesignReview

Design Implementation

CodeReview

IntegrationTransition

To Customer

Defectsinjected

Defectsremoved

Defectsinjected

Defectsremoved

Defectsremoved

Defectsremoved

SoftwareRequirements

Defectsinjected

ReqReview

Defectsremoved

Fielded

Defectsremoved

Will HayesQuality Manager SEI Appraisal Program

Defect Estimating

0

50

100

150

200

250

300

SW Requirements

Design Implementation Integration Transition toCustomer

Fielded

Estimating Injection amp Removal

Benefits of ProcessImprovement

bull Process improvement is aimed at increasing the capability of work processesndash Process capability the inherent ability of a

process to produce planned resultsndash As process capability increases

bull it becomes predictable and measurablebull major causes of poor quality and productivity are

controlled or eliminated

Model-Based Process Improvement

bull Process improvement ( 流程改善 ) cyclendash Management commitment and an assessmentndash The findings from assessment to feed action p

lansndash Plans complete perform further assessments

The cycle continue

A Process Improvement Approach

by SEI IDEAL Model

Initiating

Diagnosing

Establishing

Acting

Learning

ProposeFutureActions

Analyzeand

Validate

PilotTestSolution

CreateSolution

Develop Approach

Set Priorities

DevelopRecommendations

Characterize Current

and Desired States

CharterInfrastructure

BuildSponsorship

Stimulus forChange

Set Context

ImplementSolution

Refine Solution

Plan Actions

A Process Improvement Approach by SEI IDEAL Model (2)

bull Initiatingndash Set context Build sponsorship charter infrastructure

bull Diagnosingndash Characterize current amp desired states Develop

recommendationsbull Establishing

ndash Set priorities Develop approach Plan actionsbull Acting

ndash Create solution Pilottest solution Refine solution Implement solution

bull Learningndash Analyze and validate propose future actions

CMMI 基本的認知

CMM 和 CMMI 的演進bull Carnegie Mellon University ndash USA DOD Supported Software Engineeri

ng Institute (SEI)bull 1987

ndash First CMM (Capability Maturity Model) published as a technical report

bull 1989ndash Book on the software maturity framework published

bull 1991ndash CMM V 10 for software published

bull 19931994ndash CMM V 11 for software publishedndash PSP (Personal Software Process) developed by the SEI

bull 1995ndash New specialized CMM published by the SEI including CMMrsquos fo

r software acquisition (SA-CMM) system engineering (SE-CMM) integrated product development (IPD-CMM) and human resource management (People-CMM)

CMM 和 CMMI 的演進 (2)

bull 1996ndash TSP (Team Software Process) developed by the SEI

bull 1997ndash New Quality Standards continue to emerge such as EIAIS 731

CMMI (Capability Maturity Model Integration) project by the USA DOD

bull 122000ndash CMMI V 102 Published (Translation of Chinese Version by III

資策會 )bull 122001

ndash CMMI V 11Pulblishedbull 2003

ndash The SEI has announced - SEI will discontinue any support of CMM after December 2005

A Proliferation of Models and Standards

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

Modeling the Software Process

bull Decomposing the software process it can be viewed as a set of defect injection and defect removal activities

DesignReview

Design Implementation

CodeReview

IntegrationTransition

To Customer

Defectsinjected

Defectsremoved

Defectsinjected

Defectsremoved

Defectsremoved

Defectsremoved

SoftwareRequirements

Defectsinjected

ReqReview

Defectsremoved

Fielded

Defectsremoved

Will HayesQuality Manager SEI Appraisal Program

Defect Estimating

0

50

100

150

200

250

300

SW Requirements

Design Implementation Integration Transition toCustomer

Fielded

Estimating Injection amp Removal

Benefits of ProcessImprovement

bull Process improvement is aimed at increasing the capability of work processesndash Process capability the inherent ability of a

process to produce planned resultsndash As process capability increases

bull it becomes predictable and measurablebull major causes of poor quality and productivity are

controlled or eliminated

Model-Based Process Improvement

bull Process improvement ( 流程改善 ) cyclendash Management commitment and an assessmentndash The findings from assessment to feed action p

lansndash Plans complete perform further assessments

The cycle continue

A Process Improvement Approach

by SEI IDEAL Model

Initiating

Diagnosing

Establishing

Acting

Learning

ProposeFutureActions

Analyzeand

Validate

PilotTestSolution

CreateSolution

Develop Approach

Set Priorities

DevelopRecommendations

Characterize Current

and Desired States

CharterInfrastructure

BuildSponsorship

Stimulus forChange

Set Context

ImplementSolution

Refine Solution

Plan Actions

A Process Improvement Approach by SEI IDEAL Model (2)

bull Initiatingndash Set context Build sponsorship charter infrastructure

bull Diagnosingndash Characterize current amp desired states Develop

recommendationsbull Establishing

ndash Set priorities Develop approach Plan actionsbull Acting

ndash Create solution Pilottest solution Refine solution Implement solution

bull Learningndash Analyze and validate propose future actions

CMMI 基本的認知

CMM 和 CMMI 的演進bull Carnegie Mellon University ndash USA DOD Supported Software Engineeri

ng Institute (SEI)bull 1987

ndash First CMM (Capability Maturity Model) published as a technical report

bull 1989ndash Book on the software maturity framework published

bull 1991ndash CMM V 10 for software published

bull 19931994ndash CMM V 11 for software publishedndash PSP (Personal Software Process) developed by the SEI

bull 1995ndash New specialized CMM published by the SEI including CMMrsquos fo

r software acquisition (SA-CMM) system engineering (SE-CMM) integrated product development (IPD-CMM) and human resource management (People-CMM)

CMM 和 CMMI 的演進 (2)

bull 1996ndash TSP (Team Software Process) developed by the SEI

bull 1997ndash New Quality Standards continue to emerge such as EIAIS 731

CMMI (Capability Maturity Model Integration) project by the USA DOD

bull 122000ndash CMMI V 102 Published (Translation of Chinese Version by III

資策會 )bull 122001

ndash CMMI V 11Pulblishedbull 2003

ndash The SEI has announced - SEI will discontinue any support of CMM after December 2005

A Proliferation of Models and Standards

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

Defect Estimating

0

50

100

150

200

250

300

SW Requirements

Design Implementation Integration Transition toCustomer

Fielded

Estimating Injection amp Removal

Benefits of ProcessImprovement

bull Process improvement is aimed at increasing the capability of work processesndash Process capability the inherent ability of a

process to produce planned resultsndash As process capability increases

bull it becomes predictable and measurablebull major causes of poor quality and productivity are

controlled or eliminated

Model-Based Process Improvement

bull Process improvement ( 流程改善 ) cyclendash Management commitment and an assessmentndash The findings from assessment to feed action p

lansndash Plans complete perform further assessments

The cycle continue

A Process Improvement Approach

by SEI IDEAL Model

Initiating

Diagnosing

Establishing

Acting

Learning

ProposeFutureActions

Analyzeand

Validate

PilotTestSolution

CreateSolution

Develop Approach

Set Priorities

DevelopRecommendations

Characterize Current

and Desired States

CharterInfrastructure

BuildSponsorship

Stimulus forChange

Set Context

ImplementSolution

Refine Solution

Plan Actions

A Process Improvement Approach by SEI IDEAL Model (2)

bull Initiatingndash Set context Build sponsorship charter infrastructure

bull Diagnosingndash Characterize current amp desired states Develop

recommendationsbull Establishing

ndash Set priorities Develop approach Plan actionsbull Acting

ndash Create solution Pilottest solution Refine solution Implement solution

bull Learningndash Analyze and validate propose future actions

CMMI 基本的認知

CMM 和 CMMI 的演進bull Carnegie Mellon University ndash USA DOD Supported Software Engineeri

ng Institute (SEI)bull 1987

ndash First CMM (Capability Maturity Model) published as a technical report

bull 1989ndash Book on the software maturity framework published

bull 1991ndash CMM V 10 for software published

bull 19931994ndash CMM V 11 for software publishedndash PSP (Personal Software Process) developed by the SEI

bull 1995ndash New specialized CMM published by the SEI including CMMrsquos fo

r software acquisition (SA-CMM) system engineering (SE-CMM) integrated product development (IPD-CMM) and human resource management (People-CMM)

CMM 和 CMMI 的演進 (2)

bull 1996ndash TSP (Team Software Process) developed by the SEI

bull 1997ndash New Quality Standards continue to emerge such as EIAIS 731

CMMI (Capability Maturity Model Integration) project by the USA DOD

bull 122000ndash CMMI V 102 Published (Translation of Chinese Version by III

資策會 )bull 122001

ndash CMMI V 11Pulblishedbull 2003

ndash The SEI has announced - SEI will discontinue any support of CMM after December 2005

A Proliferation of Models and Standards

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

Benefits of ProcessImprovement

bull Process improvement is aimed at increasing the capability of work processesndash Process capability the inherent ability of a

process to produce planned resultsndash As process capability increases

bull it becomes predictable and measurablebull major causes of poor quality and productivity are

controlled or eliminated

Model-Based Process Improvement

bull Process improvement ( 流程改善 ) cyclendash Management commitment and an assessmentndash The findings from assessment to feed action p

lansndash Plans complete perform further assessments

The cycle continue

A Process Improvement Approach

by SEI IDEAL Model

Initiating

Diagnosing

Establishing

Acting

Learning

ProposeFutureActions

Analyzeand

Validate

PilotTestSolution

CreateSolution

Develop Approach

Set Priorities

DevelopRecommendations

Characterize Current

and Desired States

CharterInfrastructure

BuildSponsorship

Stimulus forChange

Set Context

ImplementSolution

Refine Solution

Plan Actions

A Process Improvement Approach by SEI IDEAL Model (2)

bull Initiatingndash Set context Build sponsorship charter infrastructure

bull Diagnosingndash Characterize current amp desired states Develop

recommendationsbull Establishing

ndash Set priorities Develop approach Plan actionsbull Acting

ndash Create solution Pilottest solution Refine solution Implement solution

bull Learningndash Analyze and validate propose future actions

CMMI 基本的認知

CMM 和 CMMI 的演進bull Carnegie Mellon University ndash USA DOD Supported Software Engineeri

ng Institute (SEI)bull 1987

ndash First CMM (Capability Maturity Model) published as a technical report

bull 1989ndash Book on the software maturity framework published

bull 1991ndash CMM V 10 for software published

bull 19931994ndash CMM V 11 for software publishedndash PSP (Personal Software Process) developed by the SEI

bull 1995ndash New specialized CMM published by the SEI including CMMrsquos fo

r software acquisition (SA-CMM) system engineering (SE-CMM) integrated product development (IPD-CMM) and human resource management (People-CMM)

CMM 和 CMMI 的演進 (2)

bull 1996ndash TSP (Team Software Process) developed by the SEI

bull 1997ndash New Quality Standards continue to emerge such as EIAIS 731

CMMI (Capability Maturity Model Integration) project by the USA DOD

bull 122000ndash CMMI V 102 Published (Translation of Chinese Version by III

資策會 )bull 122001

ndash CMMI V 11Pulblishedbull 2003

ndash The SEI has announced - SEI will discontinue any support of CMM after December 2005

A Proliferation of Models and Standards

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

Model-Based Process Improvement

bull Process improvement ( 流程改善 ) cyclendash Management commitment and an assessmentndash The findings from assessment to feed action p

lansndash Plans complete perform further assessments

The cycle continue

A Process Improvement Approach

by SEI IDEAL Model

Initiating

Diagnosing

Establishing

Acting

Learning

ProposeFutureActions

Analyzeand

Validate

PilotTestSolution

CreateSolution

Develop Approach

Set Priorities

DevelopRecommendations

Characterize Current

and Desired States

CharterInfrastructure

BuildSponsorship

Stimulus forChange

Set Context

ImplementSolution

Refine Solution

Plan Actions

A Process Improvement Approach by SEI IDEAL Model (2)

bull Initiatingndash Set context Build sponsorship charter infrastructure

bull Diagnosingndash Characterize current amp desired states Develop

recommendationsbull Establishing

ndash Set priorities Develop approach Plan actionsbull Acting

ndash Create solution Pilottest solution Refine solution Implement solution

bull Learningndash Analyze and validate propose future actions

CMMI 基本的認知

CMM 和 CMMI 的演進bull Carnegie Mellon University ndash USA DOD Supported Software Engineeri

ng Institute (SEI)bull 1987

ndash First CMM (Capability Maturity Model) published as a technical report

bull 1989ndash Book on the software maturity framework published

bull 1991ndash CMM V 10 for software published

bull 19931994ndash CMM V 11 for software publishedndash PSP (Personal Software Process) developed by the SEI

bull 1995ndash New specialized CMM published by the SEI including CMMrsquos fo

r software acquisition (SA-CMM) system engineering (SE-CMM) integrated product development (IPD-CMM) and human resource management (People-CMM)

CMM 和 CMMI 的演進 (2)

bull 1996ndash TSP (Team Software Process) developed by the SEI

bull 1997ndash New Quality Standards continue to emerge such as EIAIS 731

CMMI (Capability Maturity Model Integration) project by the USA DOD

bull 122000ndash CMMI V 102 Published (Translation of Chinese Version by III

資策會 )bull 122001

ndash CMMI V 11Pulblishedbull 2003

ndash The SEI has announced - SEI will discontinue any support of CMM after December 2005

A Proliferation of Models and Standards

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

A Process Improvement Approach

by SEI IDEAL Model

Initiating

Diagnosing

Establishing

Acting

Learning

ProposeFutureActions

Analyzeand

Validate

PilotTestSolution

CreateSolution

Develop Approach

Set Priorities

DevelopRecommendations

Characterize Current

and Desired States

CharterInfrastructure

BuildSponsorship

Stimulus forChange

Set Context

ImplementSolution

Refine Solution

Plan Actions

A Process Improvement Approach by SEI IDEAL Model (2)

bull Initiatingndash Set context Build sponsorship charter infrastructure

bull Diagnosingndash Characterize current amp desired states Develop

recommendationsbull Establishing

ndash Set priorities Develop approach Plan actionsbull Acting

ndash Create solution Pilottest solution Refine solution Implement solution

bull Learningndash Analyze and validate propose future actions

CMMI 基本的認知

CMM 和 CMMI 的演進bull Carnegie Mellon University ndash USA DOD Supported Software Engineeri

ng Institute (SEI)bull 1987

ndash First CMM (Capability Maturity Model) published as a technical report

bull 1989ndash Book on the software maturity framework published

bull 1991ndash CMM V 10 for software published

bull 19931994ndash CMM V 11 for software publishedndash PSP (Personal Software Process) developed by the SEI

bull 1995ndash New specialized CMM published by the SEI including CMMrsquos fo

r software acquisition (SA-CMM) system engineering (SE-CMM) integrated product development (IPD-CMM) and human resource management (People-CMM)

CMM 和 CMMI 的演進 (2)

bull 1996ndash TSP (Team Software Process) developed by the SEI

bull 1997ndash New Quality Standards continue to emerge such as EIAIS 731

CMMI (Capability Maturity Model Integration) project by the USA DOD

bull 122000ndash CMMI V 102 Published (Translation of Chinese Version by III

資策會 )bull 122001

ndash CMMI V 11Pulblishedbull 2003

ndash The SEI has announced - SEI will discontinue any support of CMM after December 2005

A Proliferation of Models and Standards

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

A Process Improvement Approach by SEI IDEAL Model (2)

bull Initiatingndash Set context Build sponsorship charter infrastructure

bull Diagnosingndash Characterize current amp desired states Develop

recommendationsbull Establishing

ndash Set priorities Develop approach Plan actionsbull Acting

ndash Create solution Pilottest solution Refine solution Implement solution

bull Learningndash Analyze and validate propose future actions

CMMI 基本的認知

CMM 和 CMMI 的演進bull Carnegie Mellon University ndash USA DOD Supported Software Engineeri

ng Institute (SEI)bull 1987

ndash First CMM (Capability Maturity Model) published as a technical report

bull 1989ndash Book on the software maturity framework published

bull 1991ndash CMM V 10 for software published

bull 19931994ndash CMM V 11 for software publishedndash PSP (Personal Software Process) developed by the SEI

bull 1995ndash New specialized CMM published by the SEI including CMMrsquos fo

r software acquisition (SA-CMM) system engineering (SE-CMM) integrated product development (IPD-CMM) and human resource management (People-CMM)

CMM 和 CMMI 的演進 (2)

bull 1996ndash TSP (Team Software Process) developed by the SEI

bull 1997ndash New Quality Standards continue to emerge such as EIAIS 731

CMMI (Capability Maturity Model Integration) project by the USA DOD

bull 122000ndash CMMI V 102 Published (Translation of Chinese Version by III

資策會 )bull 122001

ndash CMMI V 11Pulblishedbull 2003

ndash The SEI has announced - SEI will discontinue any support of CMM after December 2005

A Proliferation of Models and Standards

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

CMMI 基本的認知

CMM 和 CMMI 的演進bull Carnegie Mellon University ndash USA DOD Supported Software Engineeri

ng Institute (SEI)bull 1987

ndash First CMM (Capability Maturity Model) published as a technical report

bull 1989ndash Book on the software maturity framework published

bull 1991ndash CMM V 10 for software published

bull 19931994ndash CMM V 11 for software publishedndash PSP (Personal Software Process) developed by the SEI

bull 1995ndash New specialized CMM published by the SEI including CMMrsquos fo

r software acquisition (SA-CMM) system engineering (SE-CMM) integrated product development (IPD-CMM) and human resource management (People-CMM)

CMM 和 CMMI 的演進 (2)

bull 1996ndash TSP (Team Software Process) developed by the SEI

bull 1997ndash New Quality Standards continue to emerge such as EIAIS 731

CMMI (Capability Maturity Model Integration) project by the USA DOD

bull 122000ndash CMMI V 102 Published (Translation of Chinese Version by III

資策會 )bull 122001

ndash CMMI V 11Pulblishedbull 2003

ndash The SEI has announced - SEI will discontinue any support of CMM after December 2005

A Proliferation of Models and Standards

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

CMM 和 CMMI 的演進bull Carnegie Mellon University ndash USA DOD Supported Software Engineeri

ng Institute (SEI)bull 1987

ndash First CMM (Capability Maturity Model) published as a technical report

bull 1989ndash Book on the software maturity framework published

bull 1991ndash CMM V 10 for software published

bull 19931994ndash CMM V 11 for software publishedndash PSP (Personal Software Process) developed by the SEI

bull 1995ndash New specialized CMM published by the SEI including CMMrsquos fo

r software acquisition (SA-CMM) system engineering (SE-CMM) integrated product development (IPD-CMM) and human resource management (People-CMM)

CMM 和 CMMI 的演進 (2)

bull 1996ndash TSP (Team Software Process) developed by the SEI

bull 1997ndash New Quality Standards continue to emerge such as EIAIS 731

CMMI (Capability Maturity Model Integration) project by the USA DOD

bull 122000ndash CMMI V 102 Published (Translation of Chinese Version by III

資策會 )bull 122001

ndash CMMI V 11Pulblishedbull 2003

ndash The SEI has announced - SEI will discontinue any support of CMM after December 2005

A Proliferation of Models and Standards

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

CMM 和 CMMI 的演進 (2)

bull 1996ndash TSP (Team Software Process) developed by the SEI

bull 1997ndash New Quality Standards continue to emerge such as EIAIS 731

CMMI (Capability Maturity Model Integration) project by the USA DOD

bull 122000ndash CMMI V 102 Published (Translation of Chinese Version by III

資策會 )bull 122001

ndash CMMI V 11Pulblishedbull 2003

ndash The SEI has announced - SEI will discontinue any support of CMM after December 2005

A Proliferation of Models and Standards

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

A Proliferation of Models and Standards

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

CMMI 的發展bull Sponsored by the US Department of

Defense (DOD) and National Defense Industrial Association (NDIA)

bull Collaborative endeavor over 100 people involved fromndash Software Engineering Institute (SEI)ndash Governmentndash Industry

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

The Three Source Modelsin CMMI

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

Numbers of Process Areas

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

Four Disciplines of CMMI

bull CMMI-SWSEIPPDSS includes four disciplines Bodies of knowledgendash System engineeringndash Software engineeringndash Integrated product and process developmentndash Supplier sourcing

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

Four Disciplines of CMMI (2)

bull System engineering focus on transforming customerrsquos needs expectations and constraints into products and supporting these products through their life

bull Software engineering focus on applying systematic disciplined and quantifiable approaches to the development operations and maintenance of software

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

Four Disciplines of CMMI (3)

bull Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customersrsquo needs expectations and requirementsndash Must select one or more disciplines in addition to

IPPD

bull Supplier Sourcing covers the acquisition of products from suppliersndash Must select one or more disciplines in addition to SS

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

CMMI 模式的表述bull CMMI 提供兩種流程改善的方法

ndash 組織成熟 (maturity) 方法 Staged representation ( 階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level

ndash 流程能力 (capability) 方法 Continuous Representation ( 連續式表述 ) uses capability levels to characterize improvement relative to an individual process area

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

CMMI 模式的表述 (2)

bull Staged representation ( 階段式表述 ) ndash ML 1 Initial 1048774 ndash ML 2 Managed 1048774 ndash ML 3 Definedndash ML 4 Quantitatively Managed 1048774 ndash ML 5 Optimizing

bull Continuous representation ( 連續式表述 ) ndash CL 0 Incomplete 1048774 ndash CL 1 Performed 1048774 ndash CL 2 Managed 1048774 ndash CL 3 Defined 1048774 ndash CL 4 Quantitatively Managedndash CL 5 Optimizing

ML Maturity Level

Capability Level

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

模式表述的比較

PA PA

連續式 階段式

ML 1

ML2

ML3

ML4

ML5

Capability

0

1

2

3

4

5

OrganizationProcessPA

Maturity

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

階段式改善層級

初始層 (1)

管理層 (2)

定義層 (3)

量化管理層 (4)

最佳化層 (5)

訓練 流程

標準 一致 流程

可預測的流程

連續改善流程

(performed)

(planned and tracked)

(standard)

(measured)

未執行 (0)

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

組織創新與推展 (OID)原因分析與解決方案 (CAR)

5 最佳化層 連續流程改善

4 量化管理層 量化管理 組織流程績效 (OPP)量化專案管理 (QPM)

3 定義層 流程標準化 需求發展 (RD)技術解決方案 (TS)產品整合 (PI)驗證 (VER)確認 (VAL)組織流程專注 (OPF)組織流程定義 (OPD)組織訓練 (OT)整合的專案管理 (IPM)風險管理 (RSKM)整合團隊合作 (IT)整合的供應商管理 (ISM)決策分析與解決方案 (DAR)適於整合之組織環境 (OEI)

2 管理層 基本的專案管理

需求管理 (REQM)專案規劃 (PP)專案監控 (PMC)供應商協議管理 (SAM)度量與分析 (MA)流程與產品品質保證 (PPQA)建構管理 (CM)

1 初始層

Staged Organization of 25 PAsLevel Focus

CMMI Maturity Levels

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

階段式表述的 Model Components

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

連續式表述的 Model Components

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

CMMI 評鑑的方法bull ARC V10 Appraisal Requirements for C

MMI Version 10

bull SCAMPI Method ndash Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

CMMI 評鑑方法等級Summary Characteristic SCAMPI A Class B Class C

ARC requirements applicable All Most Some

Amount of objective evidence gathered

High Medium Low

Ratings generated Yes NO No

Resource needed High Medium Low

ISO 15504 conformance Yes Partial No

Team size Large(4-9)

Medium(2)

Small(1)

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

評鑑目的bull 為確認「目前的實力」和「改善的機會」bull 建立組織目前存在的「基線」 (Baseline) bull 確認目前階段與目的階段之間狀況的差距bull 評鑑結果可做為流程改善活動的需求

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

評鑑原則bull 使用 SACMPI reference model for CMMI bull 使用一個正式的評鑑流程bull 以高階主管作為評鑑發起人bull Focus the appraisal on the sponsorrsquos busin

ess goalsbull Observe strict confidentiality and non-attrib

ution of databull Focus actions and decisions from appraisal

results

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

執行方法實施的評鑑Appraisal of Practice Implementati

on

bull 三種指標類型ndash 直接成果 (Direct Artifacts)

ndash 間接成果 (Indirect Artifacts)

ndash 證實 (Affirmations)

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

指標一直接成果

指標類型 描述 例子

1 直接成果 執行 CMMI 一般或特定執行方法 (specific or generic practices) 的產出

CMMI 執行方法 (practices) 列出的典型工作產品文件交付客戶的項目訓練資料等

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

指標二間接成果

指標類型 描述 例子

2 間接成果 一般或特定執行方法的產出但該產品非執行方法的目的當懷疑一執行方法的目的是否有達成這些是有用的

CMMI 執行方法列出的典型工作產品會議記錄審查結果狀況報告績效度量等

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

指標三證實

指標類型 描述 例子

3 證實 口頭或書面的聲明用以證實一般或特定執行方法的實施經常由執行方法的實施者顧客或其他相關人士

問卷的回應訪談簡報等

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

Organization Size

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

Number of CMMI Appraisal by Country

March 2005bull Taiwan ndash 13 bull China ndash 34bull Japan ndash 77bull India ndash 70bull USA ndash 280bull United Kingdom ndash 25bull Korea - 23

September 2005bull Taiwan ndash 18 bull China ndash 62bull Japan ndash 100bull India ndash 104bull USA ndash 365bull United Kingdom ndash 29bull Korea - 30

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

Move to the Higher Level

bull For organizations that began their CMM-based SPI effort in 1992 or later the median time to move fromndash maturity level 1 to 2 is 22 monthsndash maturity level 2 to 3 is 19 monthsndash maturity level 3 to 4 is 25 monthsndash maturity level 4 to 5 is 13 months

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

CMMI 的誤解

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

CMMI 的誤解1 Creativity vs Processbull Creativity is one of the important themes for National

scale projects ndash One common misperception is that process is

somehow the enemy of creativity This is wrong Process is not the opposite of creativity it is the opposite of chaos

bull Process creates discipline and repeatability by putting individual activities into a precise framework

bull When organizations have process perspective they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

CMMI 的誤解 (2)2 Moving from ML 1 to ML 3 - Skip ML 2bull At level 2 the focus is on projectsbull At level 3 two additional generic practices are implemented by level

2 process area ndash GP31 Establish a Defined processndash GP32 Collect Improvement Information

bull At level 3 the emphasis shifts to the organizationndash Best practices are gathered by MA (a long period) across

the organization (ML 2)ndash Processes are tailored as appropriatendash Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD Engineering (RD TS PI VER VAL) Infrastructure (OPF OPD

OT) Project (RSKM IPM) Support (DAR)OT) Project (RSKM IPM) Support (DAR)ndash The organization supports the projects by establishing

bull Common processes -Common processes does not necessarily mean one process (Menu of Processes)

bull Common measurementsbull Training

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

CMMI 的誤解 (3)

3 Moving from ML 3 to ML 5 - Skip ML 4bull ML4 Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) bull GG 4 Institutionalize a Quantitatively Managed Process

ndash GP 41 Establish Quantitative Objectives for the Process

ndash GP 42 Stabilize Subprocess Performancebull The process Performance Baselines include

ndash Individual process elements (ex Rest-case inspection element ML 2 and ML 3 )

ndash Sequence of connected processesndash Processes that cover the entire life of the project (Req

Management)ndash Process for developing individual work products

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

CMMI 的誤解 (4)

4 CMMI for ODMOEM (eg India)ndash Japan is the Model ndash Better Quality International

Business 5 Small Organization

ndash CMMI fits in the Small Organization ndash Tailoringndash Collaboration of Companiesndash See SEI Report ndash Organization Size

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

6 CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

AnnounceThe Whole Company Achieved CMMI ML 2

CMMI 的誤解 (5)

organization

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

7 SCAMPI Practices Implementation Indicator (PII) eg Affirmations

ndash It is not answers to a pre-defined questions

ndash How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions

ndash CMMI Practices

CMMI 的誤解 (6)

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

CMMI 的誤解 (7)

8 Tools vs 通過 CMMI 評鑑bull Collect ldquoprocess requirementsrdquo for support to

ols and investigate possible short-term and long-term tool solutions

bull 工具是配合各流程使用僅是『輔助』工作流程的制定產品開發設計能力的培養更為重要

bull Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

For More Information about CMMI

bull SEI CMMI Web site

httpwwwseicmueducmmi

bull System Engineering Web Site

httpsepospawarnavymil

台灣現況與建議

台灣資訊產業特性　

bull 我國資訊國力 硬體強 軟體差 【聯合新聞網 記者祁安國報導】 IDC 昨日公布今年最新的全球「資訊社會指標」 (Information Society Index) 我國在全球排名第 20 但在亞太地區不如香港新加坡韓國我國號稱是資訊大國可是這次公布的排行榜透露出台灣只靠「硬」欠缺「軟」資訊教育和普及率在亞洲四小龍中敬陪末座

台灣資訊產業特性 (2)

bull Small Companies ndash NO CM QA MampA Training

bull Information Service Companies 5385 Employee 500+ 6

Employee 100-499 63

Employee 100- 5316 (987)

Employee 5- 3393 (663)

PlanningRequirementsDesignQuality Assurance

BuildSystem IntegrationChange ControlRelease ControlVersion ControlMaintenance

TAIWAN

USA

台灣系統生命週期特性

中華民國資訊軟體協會中華民國資訊軟體協會受經濟部工業局「軟體工業五年發展推動計畫」委託執行「軟體工業生產力提升計畫」特成立「軟體產業服務團」輔導軟體產業項目包括 『 CMMI 軟體品質技術輔導』資訊工業策進會資訊工業策進會受經濟部技術處委託執行『 CMMI能力建立先期規劃計畫』及 『先進資訊技術引進計畫』等科專計畫積極輔導軟體業界導入 CMMI 模式中華民國資訊軟體品質協會中華民國資訊軟體品質協會成立於 2003 年 1 月成立宗旨為推廣資訊軟體品質觀念加強資訊軟體品質教育協助各界提升資訊軟體品質及促進資訊軟體品質產學研合作

國內 國內 CMMI CMMI 推動情形推動情形

行政院科技顧問組於『推動台灣策略性服務產業策略規劃會議』第二次策略規劃會議結論

提出「推廣 CMMI 認證制度提升資訊服務業者之服務品質」 --

鼓勵廠商建立制度提升服務規模與品質 2007 年促成 LEVEL-3 廠商達 50 家 2008 年促成 LEVEL-3 廠商達 70 家及 LEVEL-5 廠商達 5家

2008 年起大型政府 e 化專案採購及旗艦計劃之補助廠商需達 CMMI Level-3 以上方可參與

國內 國內 CMMI CMMI 推動情形 推動情形 (2)(2)

bull 行政院科技顧問組於『推動台灣策略性服務產業策略規劃會議』第二次策略規劃會議結論 BEST 旗艦計畫執行策略

BEST 計畫

集中資源扶植重點旗艦業者

轉化國內產業應用典範為產品或服務

提升資訊服務業國際市場拓展能力

運用垂直分工水平整合建構資訊服務業合作體系

國內 國內 CMMI CMMI 推動情形 推動情形 (3)(3)

已通過 CMMI Level 2 評鑑的機構 --- 18 資策會 - 資訊系統實驗室 (20021011) - 洪肇奎博士輔導 碩網資訊 (20021025) ndash Reuters Ltd 認證 三商電腦 - 公共事業部 (20030418) ndash 寶發科技顧問公司輔導 工研院電通所 -K 組 (20030904) ndash 洪肇奎博士輔導 漢龍科技 (2004716) ndash 洪肇奎博士輔導 漢康資訊 (2004723) ndash 洪肇奎博士輔導 中冠資訊 (2004730) ndash 洪肇奎博士輔導 和平整合資訊 (2004812) ndash 寶發科技顧問公司輔導 中華電信研究所 -IVAT (20041020) ndash 洪肇奎博士輔導 騰蒙科技 (20041126) ndash 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司

中山科學研究院資訊管理中心 (20041210) - 台灣應用軟件公司輔導 資策會 -電子商務實驗室 (20041210) ndash TCS(TATA) 顧問公司輔導 星動科技股份有限公司 (20041227) - 寶發科技顧問公司輔導 資策會 -網路及多媒體實驗室 (20041220) - TCS(TATA) 顧問公司

輔導 工研院電通所網際網路軟體技術組與通訊系統組及資訊系統部 (200

51)ndash 洪肇奎博士輔導 新鼎系統股份有限公司 (2005721) - 寶發科技顧問公司輔導 鼎升數位科技 (20058)ndash 洪肇奎博士輔導 哈瑪星科技 (20058) ndash 洪肇奎博士輔導 啟台國際資訊 (20058) ndash 洪肇奎博士輔導 中華電信數據分公司 -GEIS (2005916) ndash 洪肇奎博士輔導

國內導入 CMMI 的軟體公司 (2)

已通過 CMMI Level 3 評鑑的機構 --- 5 資策會 - 資訊工程研究所 (2004611) - 洪肇奎博士輔導 凌群電腦 (2004625) ndash Trimentus Technologies公司輔導 神通資訊 碩網資訊 (200511) - 鈺新科技輔導精業電腦 (20051229) - 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司 (3)

政府( 甲方 )

供應商( 乙方 )

採購計畫 供應商選擇與協議 追蹤與監控 接受交付與結案

軟體招標需求書(Request for Proposals RFP)

需求 成本 時程

準備需求規劃書

合約

供應商協議

bullDevelopmentbull驗證 (Verification)bullProgress ReviewsbullMilestone Reviews

狀態回報里程碑審查

問題清單矯正措施

bull確認 (Validation)bullAcceptance Testsbull交付

客戶需求接受測試準則

( 政府委外作業與合約流程監控概觀 )

Government Source Selection and Contract Process Monitoring Overview

台灣採購流程的特性bull 軟體招標需求書 (Request for Proposal

RFP) 不明確bull 軟體招標需求書的成本和時程不合理bull 專案執行追蹤監控與驗收的問題bull 政府與供應商 雙方損失 (Government a

nd Suppliers Both Failure)

建議1 Establish amp Maintain Government S

ource Selection and Contract Process Monitoring

bull 成立專家團隊發展 Light-Weight CMMI 的委外作業與合約流程監控指引 (Real-Life Example NASA JPL Template)

bull 對政府採購人員提供了解 CMMI 的訓練bull 選擇並執行先導計畫以獲得得執行 Light-Weigh

t CMMI 委外作業與合約流程監控的經驗bull 建立與執行知識有價

建議 (2)2 Establish and Maintain Taiwan Software

ProfileIndustryProjects

AcademicTechnical Support

AcademicAnalysis amp Packaging

Raw D

ata

Upd

ated

Req

uests

Models Relationships processes

Project information

Validated Data

Models Relationships

analysis reports

建議 (3)3 垂直分工 amp 水平整合

CMMI Promotion ampBEST

Company1

Company2

CompanyN

bullCMMI 評鑑輔導 ndash SEI SCAMPIbullBEST bullFor Small Companies integrating for CMMI Promotion

建議 (4)

4 加強國際化引進國外計畫讓臺灣具有 CMMI 認證的公司能夠有機會接受案子ndash Eg Promote Out-Sourcing Opportunity fr

om USA to Taiwanrsquos CMMI認證的公司ndash III ITRI and Chunghwa Telecom should pr

ovide the driving forces eg any project 60 outsourcing to industry

bull 專業分工bull Provide Products and Services Quality Control

with CMMI Standard

規劃需求設計品質保證

發展測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行使得專案能更有效的完成和交付

解決方案 ndash CMMI Win-Win

Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

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台灣資訊產業特性　

bull 我國資訊國力 硬體強 軟體差 【聯合新聞網 記者祁安國報導】 IDC 昨日公布今年最新的全球「資訊社會指標」 (Information Society Index) 我國在全球排名第 20 但在亞太地區不如香港新加坡韓國我國號稱是資訊大國可是這次公布的排行榜透露出台灣只靠「硬」欠缺「軟」資訊教育和普及率在亞洲四小龍中敬陪末座

台灣資訊產業特性 (2)

bull Small Companies ndash NO CM QA MampA Training

bull Information Service Companies 5385 Employee 500+ 6

Employee 100-499 63

Employee 100- 5316 (987)

Employee 5- 3393 (663)

PlanningRequirementsDesignQuality Assurance

BuildSystem IntegrationChange ControlRelease ControlVersion ControlMaintenance

TAIWAN

USA

台灣系統生命週期特性

中華民國資訊軟體協會中華民國資訊軟體協會受經濟部工業局「軟體工業五年發展推動計畫」委託執行「軟體工業生產力提升計畫」特成立「軟體產業服務團」輔導軟體產業項目包括 『 CMMI 軟體品質技術輔導』資訊工業策進會資訊工業策進會受經濟部技術處委託執行『 CMMI能力建立先期規劃計畫』及 『先進資訊技術引進計畫』等科專計畫積極輔導軟體業界導入 CMMI 模式中華民國資訊軟體品質協會中華民國資訊軟體品質協會成立於 2003 年 1 月成立宗旨為推廣資訊軟體品質觀念加強資訊軟體品質教育協助各界提升資訊軟體品質及促進資訊軟體品質產學研合作

國內 國內 CMMI CMMI 推動情形推動情形

行政院科技顧問組於『推動台灣策略性服務產業策略規劃會議』第二次策略規劃會議結論

提出「推廣 CMMI 認證制度提升資訊服務業者之服務品質」 --

鼓勵廠商建立制度提升服務規模與品質 2007 年促成 LEVEL-3 廠商達 50 家 2008 年促成 LEVEL-3 廠商達 70 家及 LEVEL-5 廠商達 5家

2008 年起大型政府 e 化專案採購及旗艦計劃之補助廠商需達 CMMI Level-3 以上方可參與

國內 國內 CMMI CMMI 推動情形 推動情形 (2)(2)

bull 行政院科技顧問組於『推動台灣策略性服務產業策略規劃會議』第二次策略規劃會議結論 BEST 旗艦計畫執行策略

BEST 計畫

集中資源扶植重點旗艦業者

轉化國內產業應用典範為產品或服務

提升資訊服務業國際市場拓展能力

運用垂直分工水平整合建構資訊服務業合作體系

國內 國內 CMMI CMMI 推動情形 推動情形 (3)(3)

已通過 CMMI Level 2 評鑑的機構 --- 18 資策會 - 資訊系統實驗室 (20021011) - 洪肇奎博士輔導 碩網資訊 (20021025) ndash Reuters Ltd 認證 三商電腦 - 公共事業部 (20030418) ndash 寶發科技顧問公司輔導 工研院電通所 -K 組 (20030904) ndash 洪肇奎博士輔導 漢龍科技 (2004716) ndash 洪肇奎博士輔導 漢康資訊 (2004723) ndash 洪肇奎博士輔導 中冠資訊 (2004730) ndash 洪肇奎博士輔導 和平整合資訊 (2004812) ndash 寶發科技顧問公司輔導 中華電信研究所 -IVAT (20041020) ndash 洪肇奎博士輔導 騰蒙科技 (20041126) ndash 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司

中山科學研究院資訊管理中心 (20041210) - 台灣應用軟件公司輔導 資策會 -電子商務實驗室 (20041210) ndash TCS(TATA) 顧問公司輔導 星動科技股份有限公司 (20041227) - 寶發科技顧問公司輔導 資策會 -網路及多媒體實驗室 (20041220) - TCS(TATA) 顧問公司

輔導 工研院電通所網際網路軟體技術組與通訊系統組及資訊系統部 (200

51)ndash 洪肇奎博士輔導 新鼎系統股份有限公司 (2005721) - 寶發科技顧問公司輔導 鼎升數位科技 (20058)ndash 洪肇奎博士輔導 哈瑪星科技 (20058) ndash 洪肇奎博士輔導 啟台國際資訊 (20058) ndash 洪肇奎博士輔導 中華電信數據分公司 -GEIS (2005916) ndash 洪肇奎博士輔導

國內導入 CMMI 的軟體公司 (2)

已通過 CMMI Level 3 評鑑的機構 --- 5 資策會 - 資訊工程研究所 (2004611) - 洪肇奎博士輔導 凌群電腦 (2004625) ndash Trimentus Technologies公司輔導 神通資訊 碩網資訊 (200511) - 鈺新科技輔導精業電腦 (20051229) - 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司 (3)

政府( 甲方 )

供應商( 乙方 )

採購計畫 供應商選擇與協議 追蹤與監控 接受交付與結案

軟體招標需求書(Request for Proposals RFP)

需求 成本 時程

準備需求規劃書

合約

供應商協議

bullDevelopmentbull驗證 (Verification)bullProgress ReviewsbullMilestone Reviews

狀態回報里程碑審查

問題清單矯正措施

bull確認 (Validation)bullAcceptance Testsbull交付

客戶需求接受測試準則

( 政府委外作業與合約流程監控概觀 )

Government Source Selection and Contract Process Monitoring Overview

台灣採購流程的特性bull 軟體招標需求書 (Request for Proposal

RFP) 不明確bull 軟體招標需求書的成本和時程不合理bull 專案執行追蹤監控與驗收的問題bull 政府與供應商 雙方損失 (Government a

nd Suppliers Both Failure)

建議1 Establish amp Maintain Government S

ource Selection and Contract Process Monitoring

bull 成立專家團隊發展 Light-Weight CMMI 的委外作業與合約流程監控指引 (Real-Life Example NASA JPL Template)

bull 對政府採購人員提供了解 CMMI 的訓練bull 選擇並執行先導計畫以獲得得執行 Light-Weigh

t CMMI 委外作業與合約流程監控的經驗bull 建立與執行知識有價

建議 (2)2 Establish and Maintain Taiwan Software

ProfileIndustryProjects

AcademicTechnical Support

AcademicAnalysis amp Packaging

Raw D

ata

Upd

ated

Req

uests

Models Relationships processes

Project information

Validated Data

Models Relationships

analysis reports

建議 (3)3 垂直分工 amp 水平整合

CMMI Promotion ampBEST

Company1

Company2

CompanyN

bullCMMI 評鑑輔導 ndash SEI SCAMPIbullBEST bullFor Small Companies integrating for CMMI Promotion

建議 (4)

4 加強國際化引進國外計畫讓臺灣具有 CMMI 認證的公司能夠有機會接受案子ndash Eg Promote Out-Sourcing Opportunity fr

om USA to Taiwanrsquos CMMI認證的公司ndash III ITRI and Chunghwa Telecom should pr

ovide the driving forces eg any project 60 outsourcing to industry

bull 專業分工bull Provide Products and Services Quality Control

with CMMI Standard

規劃需求設計品質保證

發展測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行使得專案能更有效的完成和交付

解決方案 ndash CMMI Win-Win

Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

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• Slide 69

台灣資訊產業特性 (2)

bull Small Companies ndash NO CM QA MampA Training

bull Information Service Companies 5385 Employee 500+ 6

Employee 100-499 63

Employee 100- 5316 (987)

Employee 5- 3393 (663)

PlanningRequirementsDesignQuality Assurance

BuildSystem IntegrationChange ControlRelease ControlVersion ControlMaintenance

TAIWAN

USA

台灣系統生命週期特性

中華民國資訊軟體協會中華民國資訊軟體協會受經濟部工業局「軟體工業五年發展推動計畫」委託執行「軟體工業生產力提升計畫」特成立「軟體產業服務團」輔導軟體產業項目包括 『 CMMI 軟體品質技術輔導』資訊工業策進會資訊工業策進會受經濟部技術處委託執行『 CMMI能力建立先期規劃計畫』及 『先進資訊技術引進計畫』等科專計畫積極輔導軟體業界導入 CMMI 模式中華民國資訊軟體品質協會中華民國資訊軟體品質協會成立於 2003 年 1 月成立宗旨為推廣資訊軟體品質觀念加強資訊軟體品質教育協助各界提升資訊軟體品質及促進資訊軟體品質產學研合作

國內 國內 CMMI CMMI 推動情形推動情形

行政院科技顧問組於『推動台灣策略性服務產業策略規劃會議』第二次策略規劃會議結論

提出「推廣 CMMI 認證制度提升資訊服務業者之服務品質」 --

鼓勵廠商建立制度提升服務規模與品質 2007 年促成 LEVEL-3 廠商達 50 家 2008 年促成 LEVEL-3 廠商達 70 家及 LEVEL-5 廠商達 5家

2008 年起大型政府 e 化專案採購及旗艦計劃之補助廠商需達 CMMI Level-3 以上方可參與

國內 國內 CMMI CMMI 推動情形 推動情形 (2)(2)

bull 行政院科技顧問組於『推動台灣策略性服務產業策略規劃會議』第二次策略規劃會議結論 BEST 旗艦計畫執行策略

BEST 計畫

集中資源扶植重點旗艦業者

轉化國內產業應用典範為產品或服務

提升資訊服務業國際市場拓展能力

運用垂直分工水平整合建構資訊服務業合作體系

國內 國內 CMMI CMMI 推動情形 推動情形 (3)(3)

已通過 CMMI Level 2 評鑑的機構 --- 18 資策會 - 資訊系統實驗室 (20021011) - 洪肇奎博士輔導 碩網資訊 (20021025) ndash Reuters Ltd 認證 三商電腦 - 公共事業部 (20030418) ndash 寶發科技顧問公司輔導 工研院電通所 -K 組 (20030904) ndash 洪肇奎博士輔導 漢龍科技 (2004716) ndash 洪肇奎博士輔導 漢康資訊 (2004723) ndash 洪肇奎博士輔導 中冠資訊 (2004730) ndash 洪肇奎博士輔導 和平整合資訊 (2004812) ndash 寶發科技顧問公司輔導 中華電信研究所 -IVAT (20041020) ndash 洪肇奎博士輔導 騰蒙科技 (20041126) ndash 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司

中山科學研究院資訊管理中心 (20041210) - 台灣應用軟件公司輔導 資策會 -電子商務實驗室 (20041210) ndash TCS(TATA) 顧問公司輔導 星動科技股份有限公司 (20041227) - 寶發科技顧問公司輔導 資策會 -網路及多媒體實驗室 (20041220) - TCS(TATA) 顧問公司

輔導 工研院電通所網際網路軟體技術組與通訊系統組及資訊系統部 (200

51)ndash 洪肇奎博士輔導 新鼎系統股份有限公司 (2005721) - 寶發科技顧問公司輔導 鼎升數位科技 (20058)ndash 洪肇奎博士輔導 哈瑪星科技 (20058) ndash 洪肇奎博士輔導 啟台國際資訊 (20058) ndash 洪肇奎博士輔導 中華電信數據分公司 -GEIS (2005916) ndash 洪肇奎博士輔導

國內導入 CMMI 的軟體公司 (2)

已通過 CMMI Level 3 評鑑的機構 --- 5 資策會 - 資訊工程研究所 (2004611) - 洪肇奎博士輔導 凌群電腦 (2004625) ndash Trimentus Technologies公司輔導 神通資訊 碩網資訊 (200511) - 鈺新科技輔導精業電腦 (20051229) - 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司 (3)

政府( 甲方 )

供應商( 乙方 )

採購計畫 供應商選擇與協議 追蹤與監控 接受交付與結案

軟體招標需求書(Request for Proposals RFP)

需求 成本 時程

準備需求規劃書

合約

供應商協議

bullDevelopmentbull驗證 (Verification)bullProgress ReviewsbullMilestone Reviews

狀態回報里程碑審查

問題清單矯正措施

bull確認 (Validation)bullAcceptance Testsbull交付

客戶需求接受測試準則

( 政府委外作業與合約流程監控概觀 )

Government Source Selection and Contract Process Monitoring Overview

台灣採購流程的特性bull 軟體招標需求書 (Request for Proposal

RFP) 不明確bull 軟體招標需求書的成本和時程不合理bull 專案執行追蹤監控與驗收的問題bull 政府與供應商 雙方損失 (Government a

nd Suppliers Both Failure)

建議1 Establish amp Maintain Government S

ource Selection and Contract Process Monitoring

bull 成立專家團隊發展 Light-Weight CMMI 的委外作業與合約流程監控指引 (Real-Life Example NASA JPL Template)

bull 對政府採購人員提供了解 CMMI 的訓練bull 選擇並執行先導計畫以獲得得執行 Light-Weigh

t CMMI 委外作業與合約流程監控的經驗bull 建立與執行知識有價

建議 (2)2 Establish and Maintain Taiwan Software

ProfileIndustryProjects

AcademicTechnical Support

AcademicAnalysis amp Packaging

Raw D

ata

Upd

ated

Req

uests

Models Relationships processes

Project information

Validated Data

Models Relationships

analysis reports

建議 (3)3 垂直分工 amp 水平整合

CMMI Promotion ampBEST

Company1

Company2

CompanyN

bullCMMI 評鑑輔導 ndash SEI SCAMPIbullBEST bullFor Small Companies integrating for CMMI Promotion

建議 (4)

4 加強國際化引進國外計畫讓臺灣具有 CMMI 認證的公司能夠有機會接受案子ndash Eg Promote Out-Sourcing Opportunity fr

om USA to Taiwanrsquos CMMI認證的公司ndash III ITRI and Chunghwa Telecom should pr

ovide the driving forces eg any project 60 outsourcing to industry

bull 專業分工bull Provide Products and Services Quality Control

with CMMI Standard

規劃需求設計品質保證

發展測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行使得專案能更有效的完成和交付

解決方案 ndash CMMI Win-Win

Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

• Slide 1
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PlanningRequirementsDesignQuality Assurance

BuildSystem IntegrationChange ControlRelease ControlVersion ControlMaintenance

TAIWAN

USA

台灣系統生命週期特性

中華民國資訊軟體協會中華民國資訊軟體協會受經濟部工業局「軟體工業五年發展推動計畫」委託執行「軟體工業生產力提升計畫」特成立「軟體產業服務團」輔導軟體產業項目包括 『 CMMI 軟體品質技術輔導』資訊工業策進會資訊工業策進會受經濟部技術處委託執行『 CMMI能力建立先期規劃計畫』及 『先進資訊技術引進計畫』等科專計畫積極輔導軟體業界導入 CMMI 模式中華民國資訊軟體品質協會中華民國資訊軟體品質協會成立於 2003 年 1 月成立宗旨為推廣資訊軟體品質觀念加強資訊軟體品質教育協助各界提升資訊軟體品質及促進資訊軟體品質產學研合作

國內 國內 CMMI CMMI 推動情形推動情形

行政院科技顧問組於『推動台灣策略性服務產業策略規劃會議』第二次策略規劃會議結論

提出「推廣 CMMI 認證制度提升資訊服務業者之服務品質」 --

鼓勵廠商建立制度提升服務規模與品質 2007 年促成 LEVEL-3 廠商達 50 家 2008 年促成 LEVEL-3 廠商達 70 家及 LEVEL-5 廠商達 5家

2008 年起大型政府 e 化專案採購及旗艦計劃之補助廠商需達 CMMI Level-3 以上方可參與

國內 國內 CMMI CMMI 推動情形 推動情形 (2)(2)

bull 行政院科技顧問組於『推動台灣策略性服務產業策略規劃會議』第二次策略規劃會議結論 BEST 旗艦計畫執行策略

BEST 計畫

集中資源扶植重點旗艦業者

轉化國內產業應用典範為產品或服務

提升資訊服務業國際市場拓展能力

運用垂直分工水平整合建構資訊服務業合作體系

國內 國內 CMMI CMMI 推動情形 推動情形 (3)(3)

已通過 CMMI Level 2 評鑑的機構 --- 18 資策會 - 資訊系統實驗室 (20021011) - 洪肇奎博士輔導 碩網資訊 (20021025) ndash Reuters Ltd 認證 三商電腦 - 公共事業部 (20030418) ndash 寶發科技顧問公司輔導 工研院電通所 -K 組 (20030904) ndash 洪肇奎博士輔導 漢龍科技 (2004716) ndash 洪肇奎博士輔導 漢康資訊 (2004723) ndash 洪肇奎博士輔導 中冠資訊 (2004730) ndash 洪肇奎博士輔導 和平整合資訊 (2004812) ndash 寶發科技顧問公司輔導 中華電信研究所 -IVAT (20041020) ndash 洪肇奎博士輔導 騰蒙科技 (20041126) ndash 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司

中山科學研究院資訊管理中心 (20041210) - 台灣應用軟件公司輔導 資策會 -電子商務實驗室 (20041210) ndash TCS(TATA) 顧問公司輔導 星動科技股份有限公司 (20041227) - 寶發科技顧問公司輔導 資策會 -網路及多媒體實驗室 (20041220) - TCS(TATA) 顧問公司

輔導 工研院電通所網際網路軟體技術組與通訊系統組及資訊系統部 (200

51)ndash 洪肇奎博士輔導 新鼎系統股份有限公司 (2005721) - 寶發科技顧問公司輔導 鼎升數位科技 (20058)ndash 洪肇奎博士輔導 哈瑪星科技 (20058) ndash 洪肇奎博士輔導 啟台國際資訊 (20058) ndash 洪肇奎博士輔導 中華電信數據分公司 -GEIS (2005916) ndash 洪肇奎博士輔導

國內導入 CMMI 的軟體公司 (2)

已通過 CMMI Level 3 評鑑的機構 --- 5 資策會 - 資訊工程研究所 (2004611) - 洪肇奎博士輔導 凌群電腦 (2004625) ndash Trimentus Technologies公司輔導 神通資訊 碩網資訊 (200511) - 鈺新科技輔導精業電腦 (20051229) - 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司 (3)

政府( 甲方 )

供應商( 乙方 )

採購計畫 供應商選擇與協議 追蹤與監控 接受交付與結案

軟體招標需求書(Request for Proposals RFP)

需求 成本 時程

準備需求規劃書

合約

供應商協議

bullDevelopmentbull驗證 (Verification)bullProgress ReviewsbullMilestone Reviews

狀態回報里程碑審查

問題清單矯正措施

bull確認 (Validation)bullAcceptance Testsbull交付

客戶需求接受測試準則

( 政府委外作業與合約流程監控概觀 )

Government Source Selection and Contract Process Monitoring Overview

台灣採購流程的特性bull 軟體招標需求書 (Request for Proposal

RFP) 不明確bull 軟體招標需求書的成本和時程不合理bull 專案執行追蹤監控與驗收的問題bull 政府與供應商 雙方損失 (Government a

nd Suppliers Both Failure)

建議1 Establish amp Maintain Government S

ource Selection and Contract Process Monitoring

bull 成立專家團隊發展 Light-Weight CMMI 的委外作業與合約流程監控指引 (Real-Life Example NASA JPL Template)

bull 對政府採購人員提供了解 CMMI 的訓練bull 選擇並執行先導計畫以獲得得執行 Light-Weigh

t CMMI 委外作業與合約流程監控的經驗bull 建立與執行知識有價

建議 (2)2 Establish and Maintain Taiwan Software

ProfileIndustryProjects

AcademicTechnical Support

AcademicAnalysis amp Packaging

Raw D

ata

Upd

ated

Req

uests

Models Relationships processes

Project information

Validated Data

Models Relationships

analysis reports

建議 (3)3 垂直分工 amp 水平整合

CMMI Promotion ampBEST

Company1

Company2

CompanyN

bullCMMI 評鑑輔導 ndash SEI SCAMPIbullBEST bullFor Small Companies integrating for CMMI Promotion

建議 (4)

4 加強國際化引進國外計畫讓臺灣具有 CMMI 認證的公司能夠有機會接受案子ndash Eg Promote Out-Sourcing Opportunity fr

om USA to Taiwanrsquos CMMI認證的公司ndash III ITRI and Chunghwa Telecom should pr

ovide the driving forces eg any project 60 outsourcing to industry

bull 專業分工bull Provide Products and Services Quality Control

with CMMI Standard

規劃需求設計品質保證

發展測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行使得專案能更有效的完成和交付

解決方案 ndash CMMI Win-Win

Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

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中華民國資訊軟體協會中華民國資訊軟體協會受經濟部工業局「軟體工業五年發展推動計畫」委託執行「軟體工業生產力提升計畫」特成立「軟體產業服務團」輔導軟體產業項目包括 『 CMMI 軟體品質技術輔導』資訊工業策進會資訊工業策進會受經濟部技術處委託執行『 CMMI能力建立先期規劃計畫』及 『先進資訊技術引進計畫』等科專計畫積極輔導軟體業界導入 CMMI 模式中華民國資訊軟體品質協會中華民國資訊軟體品質協會成立於 2003 年 1 月成立宗旨為推廣資訊軟體品質觀念加強資訊軟體品質教育協助各界提升資訊軟體品質及促進資訊軟體品質產學研合作

國內 國內 CMMI CMMI 推動情形推動情形

行政院科技顧問組於『推動台灣策略性服務產業策略規劃會議』第二次策略規劃會議結論

提出「推廣 CMMI 認證制度提升資訊服務業者之服務品質」 --

鼓勵廠商建立制度提升服務規模與品質 2007 年促成 LEVEL-3 廠商達 50 家 2008 年促成 LEVEL-3 廠商達 70 家及 LEVEL-5 廠商達 5家

2008 年起大型政府 e 化專案採購及旗艦計劃之補助廠商需達 CMMI Level-3 以上方可參與

國內 國內 CMMI CMMI 推動情形 推動情形 (2)(2)

bull 行政院科技顧問組於『推動台灣策略性服務產業策略規劃會議』第二次策略規劃會議結論 BEST 旗艦計畫執行策略

BEST 計畫

集中資源扶植重點旗艦業者

轉化國內產業應用典範為產品或服務

提升資訊服務業國際市場拓展能力

運用垂直分工水平整合建構資訊服務業合作體系

國內 國內 CMMI CMMI 推動情形 推動情形 (3)(3)

已通過 CMMI Level 2 評鑑的機構 --- 18 資策會 - 資訊系統實驗室 (20021011) - 洪肇奎博士輔導 碩網資訊 (20021025) ndash Reuters Ltd 認證 三商電腦 - 公共事業部 (20030418) ndash 寶發科技顧問公司輔導 工研院電通所 -K 組 (20030904) ndash 洪肇奎博士輔導 漢龍科技 (2004716) ndash 洪肇奎博士輔導 漢康資訊 (2004723) ndash 洪肇奎博士輔導 中冠資訊 (2004730) ndash 洪肇奎博士輔導 和平整合資訊 (2004812) ndash 寶發科技顧問公司輔導 中華電信研究所 -IVAT (20041020) ndash 洪肇奎博士輔導 騰蒙科技 (20041126) ndash 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司

中山科學研究院資訊管理中心 (20041210) - 台灣應用軟件公司輔導 資策會 -電子商務實驗室 (20041210) ndash TCS(TATA) 顧問公司輔導 星動科技股份有限公司 (20041227) - 寶發科技顧問公司輔導 資策會 -網路及多媒體實驗室 (20041220) - TCS(TATA) 顧問公司

輔導 工研院電通所網際網路軟體技術組與通訊系統組及資訊系統部 (200

51)ndash 洪肇奎博士輔導 新鼎系統股份有限公司 (2005721) - 寶發科技顧問公司輔導 鼎升數位科技 (20058)ndash 洪肇奎博士輔導 哈瑪星科技 (20058) ndash 洪肇奎博士輔導 啟台國際資訊 (20058) ndash 洪肇奎博士輔導 中華電信數據分公司 -GEIS (2005916) ndash 洪肇奎博士輔導

國內導入 CMMI 的軟體公司 (2)

已通過 CMMI Level 3 評鑑的機構 --- 5 資策會 - 資訊工程研究所 (2004611) - 洪肇奎博士輔導 凌群電腦 (2004625) ndash Trimentus Technologies公司輔導 神通資訊 碩網資訊 (200511) - 鈺新科技輔導精業電腦 (20051229) - 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司 (3)

政府( 甲方 )

供應商( 乙方 )

採購計畫 供應商選擇與協議 追蹤與監控 接受交付與結案

軟體招標需求書(Request for Proposals RFP)

需求 成本 時程

準備需求規劃書

合約

供應商協議

bullDevelopmentbull驗證 (Verification)bullProgress ReviewsbullMilestone Reviews

狀態回報里程碑審查

問題清單矯正措施

bull確認 (Validation)bullAcceptance Testsbull交付

客戶需求接受測試準則

( 政府委外作業與合約流程監控概觀 )

Government Source Selection and Contract Process Monitoring Overview

台灣採購流程的特性bull 軟體招標需求書 (Request for Proposal

RFP) 不明確bull 軟體招標需求書的成本和時程不合理bull 專案執行追蹤監控與驗收的問題bull 政府與供應商 雙方損失 (Government a

nd Suppliers Both Failure)

建議1 Establish amp Maintain Government S

ource Selection and Contract Process Monitoring

bull 成立專家團隊發展 Light-Weight CMMI 的委外作業與合約流程監控指引 (Real-Life Example NASA JPL Template)

bull 對政府採購人員提供了解 CMMI 的訓練bull 選擇並執行先導計畫以獲得得執行 Light-Weigh

t CMMI 委外作業與合約流程監控的經驗bull 建立與執行知識有價

建議 (2)2 Establish and Maintain Taiwan Software

ProfileIndustryProjects

AcademicTechnical Support

AcademicAnalysis amp Packaging

Raw D

ata

Upd

ated

Req

uests

Models Relationships processes

Project information

Validated Data

Models Relationships

analysis reports

建議 (3)3 垂直分工 amp 水平整合

CMMI Promotion ampBEST

Company1

Company2

CompanyN

bullCMMI 評鑑輔導 ndash SEI SCAMPIbullBEST bullFor Small Companies integrating for CMMI Promotion

建議 (4)

4 加強國際化引進國外計畫讓臺灣具有 CMMI 認證的公司能夠有機會接受案子ndash Eg Promote Out-Sourcing Opportunity fr

om USA to Taiwanrsquos CMMI認證的公司ndash III ITRI and Chunghwa Telecom should pr

ovide the driving forces eg any project 60 outsourcing to industry

bull 專業分工bull Provide Products and Services Quality Control

with CMMI Standard

規劃需求設計品質保證

發展測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行使得專案能更有效的完成和交付

解決方案 ndash CMMI Win-Win

Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

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行政院科技顧問組於『推動台灣策略性服務產業策略規劃會議』第二次策略規劃會議結論

提出「推廣 CMMI 認證制度提升資訊服務業者之服務品質」 --

鼓勵廠商建立制度提升服務規模與品質 2007 年促成 LEVEL-3 廠商達 50 家 2008 年促成 LEVEL-3 廠商達 70 家及 LEVEL-5 廠商達 5家

2008 年起大型政府 e 化專案採購及旗艦計劃之補助廠商需達 CMMI Level-3 以上方可參與

國內 國內 CMMI CMMI 推動情形 推動情形 (2)(2)

bull 行政院科技顧問組於『推動台灣策略性服務產業策略規劃會議』第二次策略規劃會議結論 BEST 旗艦計畫執行策略

BEST 計畫

集中資源扶植重點旗艦業者

轉化國內產業應用典範為產品或服務

提升資訊服務業國際市場拓展能力

運用垂直分工水平整合建構資訊服務業合作體系

國內 國內 CMMI CMMI 推動情形 推動情形 (3)(3)

已通過 CMMI Level 2 評鑑的機構 --- 18 資策會 - 資訊系統實驗室 (20021011) - 洪肇奎博士輔導 碩網資訊 (20021025) ndash Reuters Ltd 認證 三商電腦 - 公共事業部 (20030418) ndash 寶發科技顧問公司輔導 工研院電通所 -K 組 (20030904) ndash 洪肇奎博士輔導 漢龍科技 (2004716) ndash 洪肇奎博士輔導 漢康資訊 (2004723) ndash 洪肇奎博士輔導 中冠資訊 (2004730) ndash 洪肇奎博士輔導 和平整合資訊 (2004812) ndash 寶發科技顧問公司輔導 中華電信研究所 -IVAT (20041020) ndash 洪肇奎博士輔導 騰蒙科技 (20041126) ndash 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司

中山科學研究院資訊管理中心 (20041210) - 台灣應用軟件公司輔導 資策會 -電子商務實驗室 (20041210) ndash TCS(TATA) 顧問公司輔導 星動科技股份有限公司 (20041227) - 寶發科技顧問公司輔導 資策會 -網路及多媒體實驗室 (20041220) - TCS(TATA) 顧問公司

輔導 工研院電通所網際網路軟體技術組與通訊系統組及資訊系統部 (200

51)ndash 洪肇奎博士輔導 新鼎系統股份有限公司 (2005721) - 寶發科技顧問公司輔導 鼎升數位科技 (20058)ndash 洪肇奎博士輔導 哈瑪星科技 (20058) ndash 洪肇奎博士輔導 啟台國際資訊 (20058) ndash 洪肇奎博士輔導 中華電信數據分公司 -GEIS (2005916) ndash 洪肇奎博士輔導

國內導入 CMMI 的軟體公司 (2)

已通過 CMMI Level 3 評鑑的機構 --- 5 資策會 - 資訊工程研究所 (2004611) - 洪肇奎博士輔導 凌群電腦 (2004625) ndash Trimentus Technologies公司輔導 神通資訊 碩網資訊 (200511) - 鈺新科技輔導精業電腦 (20051229) - 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司 (3)

政府( 甲方 )

供應商( 乙方 )

採購計畫 供應商選擇與協議 追蹤與監控 接受交付與結案

軟體招標需求書(Request for Proposals RFP)

需求 成本 時程

準備需求規劃書

合約

供應商協議

bullDevelopmentbull驗證 (Verification)bullProgress ReviewsbullMilestone Reviews

狀態回報里程碑審查

問題清單矯正措施

bull確認 (Validation)bullAcceptance Testsbull交付

客戶需求接受測試準則

( 政府委外作業與合約流程監控概觀 )

Government Source Selection and Contract Process Monitoring Overview

台灣採購流程的特性bull 軟體招標需求書 (Request for Proposal

RFP) 不明確bull 軟體招標需求書的成本和時程不合理bull 專案執行追蹤監控與驗收的問題bull 政府與供應商 雙方損失 (Government a

nd Suppliers Both Failure)

建議1 Establish amp Maintain Government S

ource Selection and Contract Process Monitoring

bull 成立專家團隊發展 Light-Weight CMMI 的委外作業與合約流程監控指引 (Real-Life Example NASA JPL Template)

bull 對政府採購人員提供了解 CMMI 的訓練bull 選擇並執行先導計畫以獲得得執行 Light-Weigh

t CMMI 委外作業與合約流程監控的經驗bull 建立與執行知識有價

建議 (2)2 Establish and Maintain Taiwan Software

ProfileIndustryProjects

AcademicTechnical Support

AcademicAnalysis amp Packaging

Raw D

ata

Upd

ated

Req

uests

Models Relationships processes

Project information

Validated Data

Models Relationships

analysis reports

建議 (3)3 垂直分工 amp 水平整合

CMMI Promotion ampBEST

Company1

Company2

CompanyN

bullCMMI 評鑑輔導 ndash SEI SCAMPIbullBEST bullFor Small Companies integrating for CMMI Promotion

建議 (4)

4 加強國際化引進國外計畫讓臺灣具有 CMMI 認證的公司能夠有機會接受案子ndash Eg Promote Out-Sourcing Opportunity fr

om USA to Taiwanrsquos CMMI認證的公司ndash III ITRI and Chunghwa Telecom should pr

ovide the driving forces eg any project 60 outsourcing to industry

bull 專業分工bull Provide Products and Services Quality Control

with CMMI Standard

規劃需求設計品質保證

發展測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行使得專案能更有效的完成和交付

解決方案 ndash CMMI Win-Win

Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

• Slide 1
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bull 行政院科技顧問組於『推動台灣策略性服務產業策略規劃會議』第二次策略規劃會議結論 BEST 旗艦計畫執行策略

BEST 計畫

集中資源扶植重點旗艦業者

轉化國內產業應用典範為產品或服務

提升資訊服務業國際市場拓展能力

運用垂直分工水平整合建構資訊服務業合作體系

國內 國內 CMMI CMMI 推動情形 推動情形 (3)(3)

已通過 CMMI Level 2 評鑑的機構 --- 18 資策會 - 資訊系統實驗室 (20021011) - 洪肇奎博士輔導 碩網資訊 (20021025) ndash Reuters Ltd 認證 三商電腦 - 公共事業部 (20030418) ndash 寶發科技顧問公司輔導 工研院電通所 -K 組 (20030904) ndash 洪肇奎博士輔導 漢龍科技 (2004716) ndash 洪肇奎博士輔導 漢康資訊 (2004723) ndash 洪肇奎博士輔導 中冠資訊 (2004730) ndash 洪肇奎博士輔導 和平整合資訊 (2004812) ndash 寶發科技顧問公司輔導 中華電信研究所 -IVAT (20041020) ndash 洪肇奎博士輔導 騰蒙科技 (20041126) ndash 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司

中山科學研究院資訊管理中心 (20041210) - 台灣應用軟件公司輔導 資策會 -電子商務實驗室 (20041210) ndash TCS(TATA) 顧問公司輔導 星動科技股份有限公司 (20041227) - 寶發科技顧問公司輔導 資策會 -網路及多媒體實驗室 (20041220) - TCS(TATA) 顧問公司

輔導 工研院電通所網際網路軟體技術組與通訊系統組及資訊系統部 (200

51)ndash 洪肇奎博士輔導 新鼎系統股份有限公司 (2005721) - 寶發科技顧問公司輔導 鼎升數位科技 (20058)ndash 洪肇奎博士輔導 哈瑪星科技 (20058) ndash 洪肇奎博士輔導 啟台國際資訊 (20058) ndash 洪肇奎博士輔導 中華電信數據分公司 -GEIS (2005916) ndash 洪肇奎博士輔導

國內導入 CMMI 的軟體公司 (2)

已通過 CMMI Level 3 評鑑的機構 --- 5 資策會 - 資訊工程研究所 (2004611) - 洪肇奎博士輔導 凌群電腦 (2004625) ndash Trimentus Technologies公司輔導 神通資訊 碩網資訊 (200511) - 鈺新科技輔導精業電腦 (20051229) - 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司 (3)

政府( 甲方 )

供應商( 乙方 )

採購計畫 供應商選擇與協議 追蹤與監控 接受交付與結案

軟體招標需求書(Request for Proposals RFP)

需求 成本 時程

準備需求規劃書

合約

供應商協議

bullDevelopmentbull驗證 (Verification)bullProgress ReviewsbullMilestone Reviews

狀態回報里程碑審查

問題清單矯正措施

bull確認 (Validation)bullAcceptance Testsbull交付

客戶需求接受測試準則

( 政府委外作業與合約流程監控概觀 )

Government Source Selection and Contract Process Monitoring Overview

台灣採購流程的特性bull 軟體招標需求書 (Request for Proposal

RFP) 不明確bull 軟體招標需求書的成本和時程不合理bull 專案執行追蹤監控與驗收的問題bull 政府與供應商 雙方損失 (Government a

nd Suppliers Both Failure)

建議1 Establish amp Maintain Government S

ource Selection and Contract Process Monitoring

bull 成立專家團隊發展 Light-Weight CMMI 的委外作業與合約流程監控指引 (Real-Life Example NASA JPL Template)

bull 對政府採購人員提供了解 CMMI 的訓練bull 選擇並執行先導計畫以獲得得執行 Light-Weigh

t CMMI 委外作業與合約流程監控的經驗bull 建立與執行知識有價

建議 (2)2 Establish and Maintain Taiwan Software

ProfileIndustryProjects

AcademicTechnical Support

AcademicAnalysis amp Packaging

Raw D

ata

Upd

ated

Req

uests

Models Relationships processes

Project information

Validated Data

Models Relationships

analysis reports

建議 (3)3 垂直分工 amp 水平整合

CMMI Promotion ampBEST

Company1

Company2

CompanyN

bullCMMI 評鑑輔導 ndash SEI SCAMPIbullBEST bullFor Small Companies integrating for CMMI Promotion

建議 (4)

4 加強國際化引進國外計畫讓臺灣具有 CMMI 認證的公司能夠有機會接受案子ndash Eg Promote Out-Sourcing Opportunity fr

om USA to Taiwanrsquos CMMI認證的公司ndash III ITRI and Chunghwa Telecom should pr

ovide the driving forces eg any project 60 outsourcing to industry

bull 專業分工bull Provide Products and Services Quality Control

with CMMI Standard

規劃需求設計品質保證

發展測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行使得專案能更有效的完成和交付

解決方案 ndash CMMI Win-Win

Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

• Slide 1
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• Slide 3
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已通過 CMMI Level 2 評鑑的機構 --- 18 資策會 - 資訊系統實驗室 (20021011) - 洪肇奎博士輔導 碩網資訊 (20021025) ndash Reuters Ltd 認證 三商電腦 - 公共事業部 (20030418) ndash 寶發科技顧問公司輔導 工研院電通所 -K 組 (20030904) ndash 洪肇奎博士輔導 漢龍科技 (2004716) ndash 洪肇奎博士輔導 漢康資訊 (2004723) ndash 洪肇奎博士輔導 中冠資訊 (2004730) ndash 洪肇奎博士輔導 和平整合資訊 (2004812) ndash 寶發科技顧問公司輔導 中華電信研究所 -IVAT (20041020) ndash 洪肇奎博士輔導 騰蒙科技 (20041126) ndash 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司

中山科學研究院資訊管理中心 (20041210) - 台灣應用軟件公司輔導 資策會 -電子商務實驗室 (20041210) ndash TCS(TATA) 顧問公司輔導 星動科技股份有限公司 (20041227) - 寶發科技顧問公司輔導 資策會 -網路及多媒體實驗室 (20041220) - TCS(TATA) 顧問公司

輔導 工研院電通所網際網路軟體技術組與通訊系統組及資訊系統部 (200

51)ndash 洪肇奎博士輔導 新鼎系統股份有限公司 (2005721) - 寶發科技顧問公司輔導 鼎升數位科技 (20058)ndash 洪肇奎博士輔導 哈瑪星科技 (20058) ndash 洪肇奎博士輔導 啟台國際資訊 (20058) ndash 洪肇奎博士輔導 中華電信數據分公司 -GEIS (2005916) ndash 洪肇奎博士輔導

國內導入 CMMI 的軟體公司 (2)

已通過 CMMI Level 3 評鑑的機構 --- 5 資策會 - 資訊工程研究所 (2004611) - 洪肇奎博士輔導 凌群電腦 (2004625) ndash Trimentus Technologies公司輔導 神通資訊 碩網資訊 (200511) - 鈺新科技輔導精業電腦 (20051229) - 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司 (3)

政府( 甲方 )

供應商( 乙方 )

採購計畫 供應商選擇與協議 追蹤與監控 接受交付與結案

軟體招標需求書(Request for Proposals RFP)

需求 成本 時程

準備需求規劃書

合約

供應商協議

bullDevelopmentbull驗證 (Verification)bullProgress ReviewsbullMilestone Reviews

狀態回報里程碑審查

問題清單矯正措施

bull確認 (Validation)bullAcceptance Testsbull交付

客戶需求接受測試準則

( 政府委外作業與合約流程監控概觀 )

Government Source Selection and Contract Process Monitoring Overview

台灣採購流程的特性bull 軟體招標需求書 (Request for Proposal

RFP) 不明確bull 軟體招標需求書的成本和時程不合理bull 專案執行追蹤監控與驗收的問題bull 政府與供應商 雙方損失 (Government a

nd Suppliers Both Failure)

建議1 Establish amp Maintain Government S

ource Selection and Contract Process Monitoring

bull 成立專家團隊發展 Light-Weight CMMI 的委外作業與合約流程監控指引 (Real-Life Example NASA JPL Template)

bull 對政府採購人員提供了解 CMMI 的訓練bull 選擇並執行先導計畫以獲得得執行 Light-Weigh

t CMMI 委外作業與合約流程監控的經驗bull 建立與執行知識有價

建議 (2)2 Establish and Maintain Taiwan Software

ProfileIndustryProjects

AcademicTechnical Support

AcademicAnalysis amp Packaging

Raw D

ata

Upd

ated

Req

uests

Models Relationships processes

Project information

Validated Data

Models Relationships

analysis reports

建議 (3)3 垂直分工 amp 水平整合

CMMI Promotion ampBEST

Company1

Company2

CompanyN

bullCMMI 評鑑輔導 ndash SEI SCAMPIbullBEST bullFor Small Companies integrating for CMMI Promotion

建議 (4)

4 加強國際化引進國外計畫讓臺灣具有 CMMI 認證的公司能夠有機會接受案子ndash Eg Promote Out-Sourcing Opportunity fr

om USA to Taiwanrsquos CMMI認證的公司ndash III ITRI and Chunghwa Telecom should pr

ovide the driving forces eg any project 60 outsourcing to industry

bull 專業分工bull Provide Products and Services Quality Control

with CMMI Standard

規劃需求設計品質保證

發展測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行使得專案能更有效的完成和交付

解決方案 ndash CMMI Win-Win

Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

• Slide 1
• Slide 2
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中山科學研究院資訊管理中心 (20041210) - 台灣應用軟件公司輔導 資策會 -電子商務實驗室 (20041210) ndash TCS(TATA) 顧問公司輔導 星動科技股份有限公司 (20041227) - 寶發科技顧問公司輔導 資策會 -網路及多媒體實驗室 (20041220) - TCS(TATA) 顧問公司

輔導 工研院電通所網際網路軟體技術組與通訊系統組及資訊系統部 (200

51)ndash 洪肇奎博士輔導 新鼎系統股份有限公司 (2005721) - 寶發科技顧問公司輔導 鼎升數位科技 (20058)ndash 洪肇奎博士輔導 哈瑪星科技 (20058) ndash 洪肇奎博士輔導 啟台國際資訊 (20058) ndash 洪肇奎博士輔導 中華電信數據分公司 -GEIS (2005916) ndash 洪肇奎博士輔導

國內導入 CMMI 的軟體公司 (2)

已通過 CMMI Level 3 評鑑的機構 --- 5 資策會 - 資訊工程研究所 (2004611) - 洪肇奎博士輔導 凌群電腦 (2004625) ndash Trimentus Technologies公司輔導 神通資訊 碩網資訊 (200511) - 鈺新科技輔導精業電腦 (20051229) - 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司 (3)

政府( 甲方 )

供應商( 乙方 )

採購計畫 供應商選擇與協議 追蹤與監控 接受交付與結案

軟體招標需求書(Request for Proposals RFP)

需求 成本 時程

準備需求規劃書

合約

供應商協議

bullDevelopmentbull驗證 (Verification)bullProgress ReviewsbullMilestone Reviews

狀態回報里程碑審查

問題清單矯正措施

bull確認 (Validation)bullAcceptance Testsbull交付

客戶需求接受測試準則

( 政府委外作業與合約流程監控概觀 )

Government Source Selection and Contract Process Monitoring Overview

台灣採購流程的特性bull 軟體招標需求書 (Request for Proposal

RFP) 不明確bull 軟體招標需求書的成本和時程不合理bull 專案執行追蹤監控與驗收的問題bull 政府與供應商 雙方損失 (Government a

nd Suppliers Both Failure)

建議1 Establish amp Maintain Government S

ource Selection and Contract Process Monitoring

bull 成立專家團隊發展 Light-Weight CMMI 的委外作業與合約流程監控指引 (Real-Life Example NASA JPL Template)

bull 對政府採購人員提供了解 CMMI 的訓練bull 選擇並執行先導計畫以獲得得執行 Light-Weigh

t CMMI 委外作業與合約流程監控的經驗bull 建立與執行知識有價

建議 (2)2 Establish and Maintain Taiwan Software

ProfileIndustryProjects

AcademicTechnical Support

AcademicAnalysis amp Packaging

Raw D

ata

Upd

ated

Req

uests

Models Relationships processes

Project information

Validated Data

Models Relationships

analysis reports

建議 (3)3 垂直分工 amp 水平整合

CMMI Promotion ampBEST

Company1

Company2

CompanyN

bullCMMI 評鑑輔導 ndash SEI SCAMPIbullBEST bullFor Small Companies integrating for CMMI Promotion

建議 (4)

4 加強國際化引進國外計畫讓臺灣具有 CMMI 認證的公司能夠有機會接受案子ndash Eg Promote Out-Sourcing Opportunity fr

om USA to Taiwanrsquos CMMI認證的公司ndash III ITRI and Chunghwa Telecom should pr

ovide the driving forces eg any project 60 outsourcing to industry

bull 專業分工bull Provide Products and Services Quality Control

with CMMI Standard

規劃需求設計品質保證

發展測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行使得專案能更有效的完成和交付

解決方案 ndash CMMI Win-Win

Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

• Slide 1
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已通過 CMMI Level 3 評鑑的機構 --- 5 資策會 - 資訊工程研究所 (2004611) - 洪肇奎博士輔導 凌群電腦 (2004625) ndash Trimentus Technologies公司輔導 神通資訊 碩網資訊 (200511) - 鈺新科技輔導精業電腦 (20051229) - 寶發科技顧問公司輔導

國內導入 CMMI 的軟體公司 (3)

政府( 甲方 )

供應商( 乙方 )

採購計畫 供應商選擇與協議 追蹤與監控 接受交付與結案

軟體招標需求書(Request for Proposals RFP)

需求 成本 時程

準備需求規劃書

合約

供應商協議

bullDevelopmentbull驗證 (Verification)bullProgress ReviewsbullMilestone Reviews

狀態回報里程碑審查

問題清單矯正措施

bull確認 (Validation)bullAcceptance Testsbull交付

客戶需求接受測試準則

( 政府委外作業與合約流程監控概觀 )

Government Source Selection and Contract Process Monitoring Overview

台灣採購流程的特性bull 軟體招標需求書 (Request for Proposal

RFP) 不明確bull 軟體招標需求書的成本和時程不合理bull 專案執行追蹤監控與驗收的問題bull 政府與供應商 雙方損失 (Government a

nd Suppliers Both Failure)

建議1 Establish amp Maintain Government S

ource Selection and Contract Process Monitoring

bull 成立專家團隊發展 Light-Weight CMMI 的委外作業與合約流程監控指引 (Real-Life Example NASA JPL Template)

bull 對政府採購人員提供了解 CMMI 的訓練bull 選擇並執行先導計畫以獲得得執行 Light-Weigh

t CMMI 委外作業與合約流程監控的經驗bull 建立與執行知識有價

建議 (2)2 Establish and Maintain Taiwan Software

ProfileIndustryProjects

AcademicTechnical Support

AcademicAnalysis amp Packaging

Raw D

ata

Upd

ated

Req

uests

Models Relationships processes

Project information

Validated Data

Models Relationships

analysis reports

建議 (3)3 垂直分工 amp 水平整合

CMMI Promotion ampBEST

Company1

Company2

CompanyN

bullCMMI 評鑑輔導 ndash SEI SCAMPIbullBEST bullFor Small Companies integrating for CMMI Promotion

建議 (4)

4 加強國際化引進國外計畫讓臺灣具有 CMMI 認證的公司能夠有機會接受案子ndash Eg Promote Out-Sourcing Opportunity fr

om USA to Taiwanrsquos CMMI認證的公司ndash III ITRI and Chunghwa Telecom should pr

ovide the driving forces eg any project 60 outsourcing to industry

bull 專業分工bull Provide Products and Services Quality Control

with CMMI Standard

規劃需求設計品質保證

發展測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行使得專案能更有效的完成和交付

解決方案 ndash CMMI Win-Win

Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

• Slide 1
• Slide 2
• Slide 3
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政府( 甲方 )

供應商( 乙方 )

採購計畫 供應商選擇與協議 追蹤與監控 接受交付與結案

軟體招標需求書(Request for Proposals RFP)

需求 成本 時程

準備需求規劃書

合約

供應商協議

bullDevelopmentbull驗證 (Verification)bullProgress ReviewsbullMilestone Reviews

狀態回報里程碑審查

問題清單矯正措施

bull確認 (Validation)bullAcceptance Testsbull交付

客戶需求接受測試準則

( 政府委外作業與合約流程監控概觀 )

Government Source Selection and Contract Process Monitoring Overview

台灣採購流程的特性bull 軟體招標需求書 (Request for Proposal

RFP) 不明確bull 軟體招標需求書的成本和時程不合理bull 專案執行追蹤監控與驗收的問題bull 政府與供應商 雙方損失 (Government a

nd Suppliers Both Failure)

建議1 Establish amp Maintain Government S

ource Selection and Contract Process Monitoring

bull 成立專家團隊發展 Light-Weight CMMI 的委外作業與合約流程監控指引 (Real-Life Example NASA JPL Template)

bull 對政府採購人員提供了解 CMMI 的訓練bull 選擇並執行先導計畫以獲得得執行 Light-Weigh

t CMMI 委外作業與合約流程監控的經驗bull 建立與執行知識有價

建議 (2)2 Establish and Maintain Taiwan Software

ProfileIndustryProjects

AcademicTechnical Support

AcademicAnalysis amp Packaging

Raw D

ata

Upd

ated

Req

uests

Models Relationships processes

Project information

Validated Data

Models Relationships

analysis reports

建議 (3)3 垂直分工 amp 水平整合

CMMI Promotion ampBEST

Company1

Company2

CompanyN

bullCMMI 評鑑輔導 ndash SEI SCAMPIbullBEST bullFor Small Companies integrating for CMMI Promotion

建議 (4)

4 加強國際化引進國外計畫讓臺灣具有 CMMI 認證的公司能夠有機會接受案子ndash Eg Promote Out-Sourcing Opportunity fr

om USA to Taiwanrsquos CMMI認證的公司ndash III ITRI and Chunghwa Telecom should pr

ovide the driving forces eg any project 60 outsourcing to industry

bull 專業分工bull Provide Products and Services Quality Control

with CMMI Standard

規劃需求設計品質保證

發展測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行使得專案能更有效的完成和交付

解決方案 ndash CMMI Win-Win

Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

• Slide 1
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台灣採購流程的特性bull 軟體招標需求書 (Request for Proposal

RFP) 不明確bull 軟體招標需求書的成本和時程不合理bull 專案執行追蹤監控與驗收的問題bull 政府與供應商 雙方損失 (Government a

nd Suppliers Both Failure)

建議1 Establish amp Maintain Government S

ource Selection and Contract Process Monitoring

bull 成立專家團隊發展 Light-Weight CMMI 的委外作業與合約流程監控指引 (Real-Life Example NASA JPL Template)

bull 對政府採購人員提供了解 CMMI 的訓練bull 選擇並執行先導計畫以獲得得執行 Light-Weigh

t CMMI 委外作業與合約流程監控的經驗bull 建立與執行知識有價

建議 (2)2 Establish and Maintain Taiwan Software

ProfileIndustryProjects

AcademicTechnical Support

AcademicAnalysis amp Packaging

Raw D

ata

Upd

ated

Req

uests

Models Relationships processes

Project information

Validated Data

Models Relationships

analysis reports

建議 (3)3 垂直分工 amp 水平整合

CMMI Promotion ampBEST

Company1

Company2

CompanyN

bullCMMI 評鑑輔導 ndash SEI SCAMPIbullBEST bullFor Small Companies integrating for CMMI Promotion

建議 (4)

4 加強國際化引進國外計畫讓臺灣具有 CMMI 認證的公司能夠有機會接受案子ndash Eg Promote Out-Sourcing Opportunity fr

om USA to Taiwanrsquos CMMI認證的公司ndash III ITRI and Chunghwa Telecom should pr

ovide the driving forces eg any project 60 outsourcing to industry

bull 專業分工bull Provide Products and Services Quality Control

with CMMI Standard

規劃需求設計品質保證

發展測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行使得專案能更有效的完成和交付

解決方案 ndash CMMI Win-Win

Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

• Slide 1
• Slide 2
• Slide 3
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• Slide 65
• Slide 66
• Slide 67
• Slide 68
• Slide 69

建議1 Establish amp Maintain Government S

ource Selection and Contract Process Monitoring

bull 成立專家團隊發展 Light-Weight CMMI 的委外作業與合約流程監控指引 (Real-Life Example NASA JPL Template)

bull 對政府採購人員提供了解 CMMI 的訓練bull 選擇並執行先導計畫以獲得得執行 Light-Weigh

t CMMI 委外作業與合約流程監控的經驗bull 建立與執行知識有價

建議 (2)2 Establish and Maintain Taiwan Software

ProfileIndustryProjects

AcademicTechnical Support

AcademicAnalysis amp Packaging

Raw D

ata

Upd

ated

Req

uests

Models Relationships processes

Project information

Validated Data

Models Relationships

analysis reports

建議 (3)3 垂直分工 amp 水平整合

CMMI Promotion ampBEST

Company1

Company2

CompanyN

bullCMMI 評鑑輔導 ndash SEI SCAMPIbullBEST bullFor Small Companies integrating for CMMI Promotion

建議 (4)

4 加強國際化引進國外計畫讓臺灣具有 CMMI 認證的公司能夠有機會接受案子ndash Eg Promote Out-Sourcing Opportunity fr

om USA to Taiwanrsquos CMMI認證的公司ndash III ITRI and Chunghwa Telecom should pr

ovide the driving forces eg any project 60 outsourcing to industry

bull 專業分工bull Provide Products and Services Quality Control

with CMMI Standard

規劃需求設計品質保證

發展測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行使得專案能更有效的完成和交付

解決方案 ndash CMMI Win-Win

Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

• Slide 1
• Slide 2
• Slide 3
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建議 (2)2 Establish and Maintain Taiwan Software

ProfileIndustryProjects

AcademicTechnical Support

AcademicAnalysis amp Packaging

Raw D

ata

Upd

ated

Req

uests

Models Relationships processes

Project information

Validated Data

Models Relationships

analysis reports

建議 (3)3 垂直分工 amp 水平整合

CMMI Promotion ampBEST

Company1

Company2

CompanyN

bullCMMI 評鑑輔導 ndash SEI SCAMPIbullBEST bullFor Small Companies integrating for CMMI Promotion

建議 (4)

4 加強國際化引進國外計畫讓臺灣具有 CMMI 認證的公司能夠有機會接受案子ndash Eg Promote Out-Sourcing Opportunity fr

om USA to Taiwanrsquos CMMI認證的公司ndash III ITRI and Chunghwa Telecom should pr

ovide the driving forces eg any project 60 outsourcing to industry

bull 專業分工bull Provide Products and Services Quality Control

with CMMI Standard

規劃需求設計品質保證

發展測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行使得專案能更有效的完成和交付

解決方案 ndash CMMI Win-Win

Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

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建議 (3)3 垂直分工 amp 水平整合

CMMI Promotion ampBEST

Company1

Company2

CompanyN

bullCMMI 評鑑輔導 ndash SEI SCAMPIbullBEST bullFor Small Companies integrating for CMMI Promotion

建議 (4)

4 加強國際化引進國外計畫讓臺灣具有 CMMI 認證的公司能夠有機會接受案子ndash Eg Promote Out-Sourcing Opportunity fr

om USA to Taiwanrsquos CMMI認證的公司ndash III ITRI and Chunghwa Telecom should pr

ovide the driving forces eg any project 60 outsourcing to industry

bull 專業分工bull Provide Products and Services Quality Control

with CMMI Standard

規劃需求設計品質保證

發展測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行使得專案能更有效的完成和交付

解決方案 ndash CMMI Win-Win

Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

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建議 (4)

4 加強國際化引進國外計畫讓臺灣具有 CMMI 認證的公司能夠有機會接受案子ndash Eg Promote Out-Sourcing Opportunity fr

om USA to Taiwanrsquos CMMI認證的公司ndash III ITRI and Chunghwa Telecom should pr

ovide the driving forces eg any project 60 outsourcing to industry

bull 專業分工bull Provide Products and Services Quality Control

with CMMI Standard

規劃需求設計品質保證

發展測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行使得專案能更有效的完成和交付

解決方案 ndash CMMI Win-Win

Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

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規劃需求設計品質保證

發展測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行使得專案能更有效的完成和交付

解決方案 ndash CMMI Win-Win

Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

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Taiwan CMMITaiwan CMMI 相關網站相關網站bull SPIN-Taiwan (CMMI 技術服務網 )

ndash httpwwwcmmiorgtw

bull SPIN-Sournthren Taiwan (CMMI 技術服務網 )ndash httpwwwspin-stworgtw

bull 自由軟體研發專案 (Light-Weight CMMI)ndash httpcreditcsienckuedutwopensourceindexhtm

bull 中華民國資訊軟體品質協會 ndash httpwwwcsqaorgtw

bull 中華民國資訊軟體協會 ndash httpwwwcisanetorgtw

bull 經濟部工業局軟體產業服務團 ndash httpwwwitnetorgtwsinet

QampA

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QampA

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