Is this tailoring..?
Definitely not.. tailoring is not a way to escape from a difficult task.
Tailoring enables one to execute the task via an alternate mechanism instead of the usual procedure. Tailoring doent mean to simply skip the current procedure/process. If the process is difficult , then one must find some other simpler mechanisms to execute the task so that end results are fruitful.
Where is Tailoring mentioned in the CMMI?
CMMI GP 3.1 Establish a defined Process talks about More »
Proper interpretation and understanding of a model is a vital part in any new model implementation in an organisation. During the course of action, we have a tendency to over simplify things and thus ignore certain key aspects. And in certain cases there happen some misconceptions too. This article tries to clarify such ignored aspects and the next article will talk more on misconceptions in CMMI implementation. There might be some overlapping between these two articles.
The below aspects are easily skipped, not because they are too tough to implement but because, they are too simple to implement.
- GPs – Ignored
- The Generic Practices (GP’s) represent the most important part of the model. Poor implementation of GPs will always lead to process failure. Usually we will try to map all specific Practices (SPs) of each PA and simply ignore GPs. In some cases GPs will be mapped automatically through SP implementation itself, but not in all cases. GPs are the most beautiful aspect of the CMMI model as it talks about institutionalising the process
- CM – Oversimplification
- The Process Area (PA), Configuration Management (CM) appears clearly More »
CMMI Assessment is the process for evaluating compliance and measuring the effectiveness of Specific Practices (SPs) and Generic Practices (GPs) of Process Areas (PAs) in the CMMI Framework. Every assessment process starts with scope definition and finally leading to assessment and sustenance. These common procedures are well explained in Stages in an assessment/certification process .
In additional to this common procedures, there are certain specific points to be ensured if an organization is seeking for compliance to CMMI model. These are detailed below.
FAR and ATM
Organization needs to have two separate teams- Functional Area Representative (FAR) Team and Assessment Team. These members are elected from/by the organization.
FAR team is further subdivided to multiple sub teams based on More »
TL 9000 is a quality management practice set up by the QuEST Forum in 1998 for telecom industry. TL 9000 is grounded on ISO 9001 with industry specific adders. It adds specific telecom hardware (H), software (S) and service (V) requirements to the more generic practices of ISO 9001. QuEST forum administrates the TL 9000 certification process (www.questforum.org ). The QuEST forum was originated by a number of telecommunication companies, e.g. Bell Atlantic, BellSouth, Pacific Bell and South Western Bell. QuEST stands for ‘Quality Excellence for Suppliers of Telecommunications Leadership’
TL9000 is defined by two documents.
- TL 9000 Quality Management System Requirements Handbook
- TL 9000 Quality Management System Measurements Handbook
There are certain specific points to be ensured if an organization is seeking for compliance to this standard in additional to the common procedures as explained in Stages in an assessment/certification process . The specific points are explained below.
1. Registration Options
The process is the same as other registrations (e.g. ISO 9001) except that the scope of registration includes reference to product categories chosen and adders (H, S, V) involved. The registration options available are Hardware (H), Software (S), and Services (V). An organization can choose all or any combination of the options that apply to it. The registration option determines which of the TL 9000 specific requirements apply to the registration. Once an organization finalizes the registration scope and options, it starts the process of mapping its products to the TL 9000 product categories. TL 9000 has over a hundred product categories covering hardware, software and services.
2. Setting the company up in Quest Forum Portal
The TL 9000 Administrator needs to be contacted to initiate setting the company up in Quest Forum Portal. Any person authenticated by the organization can do the same through the TL 9000 administrator. Once access is gained, using the given Registration ID, a Registration ID Profile is created, and maintained.
3. Data Submission
One of the requirements of the TL 9000 registration is the reporting of the measurements data specific to that registration. The Registration Management System (RMS) facilitates online submission of this data on a monthly basis through its web-based interface in the Quest Forum Portal. Based on the product category, decide which all measurements should be collected against the selected product categories, as per the latest version of the measurement handbook. Start uploading to Quest website against the organization. At least 3 iterations of measurement data are required before starting the final assessment of TL 9000.
4. Assessment Process
Once the process of determining, collecting and analysis of measurement data has been formalized and initiated, and the quality management system has been updated to reflect all the TL 9000 Requirements, the company is ready to go for TL 9000 audit/assessment. The assessor/auditor needs to view the data confirmation reports received from the UTD (University of Dallas, TX) who maintain the RMS. If the assessment is successful, then a TL 9000 Certificate is issued. Information is sent to QuEST, and TL 9000 registration follows. Information is found within the QuEST Forum Portal (which includes access to the RMS) on the QuEST Forum website.
Some natural synergies exist between the generic practices and their related process areas as explained in Evidences supporting implementation of CMMI GPs.
Here the ‘recursive relationships between generic practices and their closely related process areas’ are explained.
For more information on required evidences for each generic practices, please refer Evidences supporting Implementation of CMMI GPs
Many process areas address institutionalization by supporting the implementation of the generic practices. An example is the Project Planning process area and GP 2.2. To implement this generic practice we need to implement the Project Planning process area, all or in part. In the below table such related process areas ( which are supporting the GPs) as well as required artefacts( which could be the evidences for the implementation of GPs) are shown.
In addition to this normal GP-PA relationship, there are some recursive relationships between generic practices and their closely related process areas. This is explained in How does the Generic Practice recursively rpply to its related Process Area(s)?
CMMI was originated by SEI (Software Engineering Institute), sponsored by US Department of Defence. Later on SEI has transferred CMMI-related products and activities to the CMMI Institute, a 100%-controlled subsidiary of Carnegie Innovations, Carnegie Mellon University’s technology commercialization enterprise.
The below pictures illustrates the evolution of CMMI
When the era of computerized information systems started in 1960, there was a significant demand for software development. Even though software industry was growing rapidly, many processes for software development were amateur and project failure was common.
Sub processes are components of a larger defined process. For example, a typical development process may be defined in terms of sub processes such as requirements development, design, build, review and test. The sub processes themselves may be further decomposed into other sub processes and process elements. Measurable parameters are defined for these sub processes to analyse the performance of the sub processes. These sub processes are further studied to identify the critical sub processes which are influencing the process performance objectives i.e. PPO. Measurable objectives are set for the critical sub process measures also. PPOs are derived fromBusiness Objectives (BOs).
In the above paragraph, there is a linkage established starting from sub process to BOs. In fact in an organization More »