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1
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- Larry Dribin, Ph.D.
- SOGETI, A CAP GEMINI COMPANY
- Phone: (847) 807-7390
- Email:
ldribin@cs.depaul.edu or
- ldribin@usa.capgemini.com
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2
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- It was a hard choice - 7 concurrent tracks
- 2 tracks on Level 2
- 1 tracks on Level 3
- 2 tracks on Special Topics
- 1 track on CMMI
- Topics I Considered:
- “Do’s and Don’ts of Software Process Improvement”
- “What the Authors Intended at Levels 4 and 5”
- “Aggressively moving from CMM Level 1 to CMM Level 3 in One Year”
- “What Would I Do Differently If I Wrote The SEPG Guide Today?”
- “Competitive Software Teams”
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3
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- Keynote: “Conversations with Watts Humphrey”, by Michael Mah
- Keynote: Barry Boehm, “The Fate
of Bright Ideas: Why They are Not Always Adopted”
- Panel Session: “Capability Maturity Models Are Not Relevant in Modern
Development Environments”
- Ah Ha: Agile Processes & CMM (versus Agile or CMM)
- Panel Session: “The Loyal Opposition Versus the CMMI Champions: A Frank
Discussion of CMMI Models”
- Ah Ha: The CMM May Still Live (versus CMM à CMMI)
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4
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- “ I wanted to get software
organizations to adopt Deming’s approach to continuous improvement, but
I realized it had to be done in stages.”
- Watts Humphrey, creator of the CMM-SW
- Eliminate chaos (Level 2)
- Establish common processes (Level 3)
- Understand process capability and control variation in process
performance (Level 4)
- Continuously improve capability of critical processes (Level 5)
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5
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- “ I wanted to get software
organizations to adopt Deming’s approach to continuous improvement, but
I realized it had to be done in stages.”
- Watts Humphrey, creator of the CMM-SW
- Eliminate chaos (Level 2)
- Establish common processes (Level 3)
- Understand process capability and control variation in process
performance (Level 4)
- Continuously improve capability of critical processes (Level 5)
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6
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7
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8
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9
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- CMM experts are talking about agile approaches to software development
- Too often these experts “demonize” the new agile approaches
- Each may have its own home space
- Source: Interpretation of Barry Boehm’s keynote
- The key is that the dialog has begun
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10
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11
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- CMMI explicitly links to business objectives vs. implicit in CMM
- CMMI Incorporates learning from CMM-SW (CMM v2c was the starting point)
- It includes Product Engineering
- It Covers Standards and Business Strategies
- Applies well to small organizations
- Adapts to different improvement approaches
- Expands to incorporate new disciplines
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12
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- The CMM serves the un-served majority (Commercial non-DOD, non-Systems
Engineers)
- CMMI is TOO BIG
- CMMI is TOO EXPENSIVE
- CMMI is hard to tailor and forces unnecessary complexity
- It buries known vital things
- Compromised and confusing representations
- CMM is Being Suppressed (a.k.a. Sunsetting of the CMM-SW at the end of
2003 (2005)
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13
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- CMM v2.0c – October 1997 was almost ready to be released
- An enhancement to CMM-SW v1.1
- Smaller and “lighter” than the CMMI
- Movement started to release CMM version 2 (which was about to be
released when the project was shut down in favor of CMMI three years
ago)
- If SEI will not release it, possible release it as a “freeware”
document
- Provide training courses in CMM v2.0
- Provide an assessment approach similar to the CBA-IPI for CMM-SW v2.0
- Key issue is funding
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14
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- We are in exciting times
- New ideas – Agile Programming
- New Products – CMMI v1.1 (and CMM v2.0?)
- Thought provoking. Let’s watch
what happens.
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Notes
