领悟CMMI高级实践课件.ppt
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1、1Understanding High Maturity Level of CMMIVincent YipCMM/CMMI LA2Agenda Overview of CMMI Staged Representation Characteristics of CMMI ML1,2,and 3 CMMI Maturity Level 4nOrganizational Process PerformancenQuantitative Project Management CMMI Maturity Level 5nOrganizational Innovation and DeploymentnC
2、ausal Analysis and Resolution3CMMI Staged Representation Maturity Levels 1 234 5 Process unpredictable,poorly controlled,and reactiveProcess characterized for projects and is often reactiveProcess characterized for the organization and is proactiveProcess measuredand controlledFocus on processimprov
3、ementOptimizingQuantitativelyManagedDefinedInitialManagedOptimizingDefined4CMMI Staged Representation Process AreasOrganizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing4 Quantitatively Managed3 Defined2 ManagedContinuousProcess ImprovementQuantitativeManagementProcessSta
4、ndardizationBasicProjectManagementOrganizational Process PerformanceQuantitative Project Management Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational Training Integrated Project Management fo
5、r IPPDRisk ManagementIntegrated TeamingIntegrated Supplier ManagementDecision Analysis and ResolutionOrganizational Environment for IntegrationRequirements Management Project PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality Assura
6、nceConfiguration ManagementQualityProductivityRiskRework1 InitialProcess AreasLevelFocus5Structure of CMMI Staged RepresentationCommitmentto PerformMaturity LevelsGenericPracticesGenericGoalsProcess Area 2Common FeaturesProcess Area 1Process Area nAbilityto PerformDirectingImplementationVerifyingImp
7、lementationSpecificGoalsSpecificPractices6Structure of CMMI Staged Representation-REIREQUIREDnSpecific/Generic GoalsEXPECTEDnSpecific/Generic PracticesINFORMATIVEnSub-practices/Elaborations7Characteristics of Maturity Level 1:Initial Processes are ad hoc and chaotic Organizations usually:ndepend on
8、heroics of peoplentend to over-commitnUnable to repeat their successes Data?8Characteristics of Maturity Level 2:Managed Projects have ensured requirements are managed Projects are performed and managed according to their documented plans.Status of work products and delivery of services are visible
9、to management.Project Data9Characteristics of Maturity Level 3:DefinedProcess improvement belongs to the organization.nBest practices are gathered across the organization.nProcesses are tailored as appropriate.The organization supports the projects by establishingncommon processes,measurementsntrain
10、ing10Foundation for Moving to Maturity Level 4Maturity levels 2 and 3 build a foundation necessary for quantitative management.This foundation includesndefined processes,which achieve consistency across the organization provide a qualitative understanding of sub-processes and their relationshipsncom
11、mon measures to accumulate meaningful data across the organization11The Maturity Levels Process unpredictable,poorly controlled,and reactiveProcess characterized for projects and is often reactiveProcess characterized for the organization and is proactiveProcess measuredand controlledFocus on proces
12、simprovementOptimizingDefinedQuantitatively ManagedInitialOptimizingDefinedManaged1 24 5 312Maturity Level 4:Quantitatively ManagedAt maturity level 4,the organization and projects establish quantitative objectives for quality and process performance and use them as criteria in managing processes.13
13、Maturity Level 4 Process AreasOrganizational Process PerformanceQuantitative Project Management14Establish and maintain a quantitative understanding of the performance of the organizations set of standard processes in support of quality and process-performance objectives,and to provide the process-p
14、erformance data,baselines,and models to quantitatively manage the organizations projects.Organizational Process Performance15Organizational Process PerformanceSG 1:Establish Performance Baselines and ModelsBaselines and models that characterize the expected process performance of the organizations s
15、et of standard processes are established and maintained.16Organizational Process PerformanceEstablish Performance Baselines and ModelsOrganizational Process Performance.Establish Performance Baselines and ModelsOrganizational Process Performance.Establish Performance Baselines and ModelsSelect Proce
16、ssesProcesses and Processes ElementsEstablish Process Performance MeasuresDefinitions of selected measuresEstablish Quality and Process-Performance ObjectivesOrganizations quality and process-performance objectivesEstablish Process Performance BaselinesProcess Performance BaselinesEstablish Process
17、Performance ModelsProcess Performance Models17Organizational Process PerformanceSG 1:Establish Performance Baselines and ModelsSP 1.1 Select Processes Select process to include in the performance analysis Not feasible to apply quantitative process performance to all processes or process elements18Or
18、ganizational Process PerformanceSG 1:Establish Performance Baselines and ModelsSP 1.2 Establish Process Performance Measures Determine the organizations business objectives Select measures to support business objectives,e.g.use GQM19Organizational Process PerformanceSG 1:Establish Performance Baseli
19、nes and ModelsSP 1.3 Establish Quality and Process Performance Objectives Based on organizational business objectives May need to reference past performance20Organizational Process PerformanceSG 1:Establish Performance Baselines and ModelsSP 1.4 Establish Process Performance Baselines Try to underst
20、and where we are now Obtain from project level Aggregate to organizational level Need to apply it intelligently,e.g.tailoring21Organizational Process PerformanceSG 1:Establish Performance Baselines and ModelsSP 1.5 Establish Process Performance Models Establish based on organizations standard proces
21、ses and process baselines Used to estimate progress toward achieving objectives that cannot be measured until later in the projects life22Example:Effort Estimation DeviationEstablish Process Performance BaselinesEffort Estimation Deviation-200.0-150.0-100.0-50.00.050.0100.0150.0200.0250.013579111315
22、1719Effort Estimation Deviation Ratio23ExerciseDiscussion:What will be the differences in setting process performance objectives in Maturity Level 3 and Maturity Level 4?24Quantitatively manage the projects defined process to achieve the projects established quality and process-performance objective
23、sQuantitative Project Management25SG 1:Quantitatively Manage the ProjectThe project is quantitatively managed using quality and process-performance objectives.SG 2:Statistically Manage Subprocess PerformanceThe performance of selected subprocesses within the projects defined process is statistically
24、 managed.Quantitative Project Management26Quantitative Project ManagementQuantitatively Manage the ProjectStatistically Manage Subprocess PerformanceEstablish the projects objectivesProjects quality and process-performance objectivesCompose the Defined ProcessSelected subprocessesSelect the subproce
25、sses that will be statistically managedSubprocesses that will be statistically managedManage Project PerformanceQuantitative Project Management.Quantitatively Manage the ProjectQuantitative Project Management.Quantitatively Manage the ProjectProject ProgressReportSelect measures and analytic techniq
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