CapabilityMaturityModelIntegration

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1、CSMCH-12024/9/6NCKU-CMMICapability MaturityModel Integration(CMMI-DEV. V1.2)Overview(Level 3)CSMCH-22024/9/6NCKU-CMMICloseBook1.DescribeCMMIBodiesofKnowledge?2.DescribeStagedRepresentation?ContinuousRepresentation?Comparison?3.IdentifyandDescribe“CapabilityLevels”and“MaturityLevels”?4.Describe“Stake

2、holder”and“RelevantStakeholder”?Relationship?5.IdentifyProcessAreasatMaturityLevel2?6.Provideexamplesofobjectivecriteriafortheacceptanceofrequirements?7.Providethestepsformanagingrequirementchange?8.Describehorizontaltraceability?Verticaltraceability?Whatsbenefitsforthetraceability?9.Describeawaytoi

3、dentifyinconsistenciesbetweenworkProductsandrequirements?10.Describe“RequirementsVolatility”?CSMCH-32024/9/6NCKU-CMMICloseBook11Whatis“baselines”?Example?12Describethestepsforestimatethescopeoftheproject?13UseyourprojecttodescribeWorkBreakdownStructure(WBS),WorkPackagesandTasks?14Explaintheprojectli

4、fecycle?Example?15Fromyourprojectspointofview,describethemajoritemsshouldincludeyour“ProjectExecutionPlan”?16Identify“plans”thataffecttheproject?17HowcanyouachieveyourProjectExecutionPlancommitment?18WhatisthepurposeofProjectMonitorandControl?19Describeprogressreviewsandmilestonereviews?Whatsdiffere

5、nce?20Howcanyoumanagecorrectiveactionstoclosure?CSMCH-42024/9/6NCKU-CMMICloseBook21Whatisthepurposeof“MeasurementandAnalysisPA”?22Foryourproject,whatsmeasuredatayouaregoingtocollect?23WhatisthepurposeofSupplierAgreementManagementProcessArea?24Foryourproject,howcanyousatisfysupplieragreements?25Descr

6、ibehowcanyouestablishbaselinesforyourproject?26Describethestepsfortrackandcontrolbaselinechange(Ex.Requirements)?27Whatis“datamanagement”?Whatis“Configurationmanagement”?Whatsdifferent?28Describe“ObjectivelyEvaluate”?29WhatsdifferentbetweenQualityassuranceandVerification?WhatisthepurposeofProcessand

7、ProductQualityAssuranceProcessArea”?30WhataretheProcessAreascanprovideinformationforprojectmonitorandcontrol?CSMCH-52024/9/6NCKU-CMMIMovingfromMaturityLevel2to3MovingfromMaturityLevel2to3Atlevel2,thefocusisonprojects.Atlevel3,twoadditionalgenericpracticesareimplementedbylevel2processareaGP3.1Establi

8、shaDefinedprocessGP3.2CollectImprovementInformationAtlevel3,theemphasisshiftstotheorganization.Bestpracticesaregatheredacrosstheorganization.Processesaretailoredasappropriate. Engineering(RD,TS,PI,VER,VAL)Engineering(RD,TS,PI,VER,VAL) Infrastructure(OPF,OPD,OT)Infrastructure(OPF,OPD,OT) Project(RSKM

9、)Project(RSKM) Support(DAR)Support(DAR)Theorganizationsupportstheprojectsbyestablishing:ProcessAssetLibrary(PAL)-Commonprocesses-Commonprocessesdoesnotnecessarilymeanoneprocess.(MenuofProcesses)OrganizationMeasurementRepository(OMR)-CommonmeasurementsTrainingCSMCH-62024/9/6NCKU-CMMIWhatIsaBestPracti

10、ce?CanbeamanagementortechnicalpracticeConsistentlydemonstratesitsignificantlyimprovesthebottomline(i.e.,oneormoreofthefollowing)lproductivityldevelopmentand/ormaintenancecostslschedulelqualitylusersatisfactionlpredictabilityofcostandschedule(ML4)Demonstrateshighreturn-on-investment(ROI)CSMCH-72024/9

11、/6NCKU-CMMIBestPracticesExploringRequirementsMcConnell: RequirementsScrubbinglCarefullyexamineaproductspecificationforunnecessaryoroverlycomplexrequirements,whicharethenremoved.McConnell: ThrowawayPrototypinglDevelopcodetoexplorefactorscriticaltothesystemssuccess,thenthrowthatcodeaway.McConnell: Use

12、rInterfacePrototypinglDeveloptheuserinterfacequicklytoexploretheuserinterfacedesignandthesystemsrequirements.CSMCH-82024/9/6NCKU-CMMIBestPractices-TraceabilitySoftware Program Managers Network #8:End-ToEndRequirementsTracinglEstablishtwo-waytracingformuserrequirementstolowest-levelsoftwaremodules.lT

13、raceformrequirementstotestcases.CSMCH-92024/9/6NCKU-CMMIBestPractices-PlanningMcConnell:TimeboxDevelopmentlMakethescheduleabsolutelyfixedandreduceprojectscopetofirthetimelimits.Software Program Managers Network #2:EmpiricalcostandScheduleEstimationlUseacostmodelbasedoncostdatafromsimilarprojects.lIn

14、putgoodestimatesofsizeandproductivityCSMCH-102024/9/6NCKU-CMMIBestPractices-TrackingSoftware Program Managers Network #4: EarnedValueTrackingldetailedactivitynetwithnomorethan20%levelofeffort(LOE)lEachnon-LOEtaskhasproduct-basedexitcriteria.McConnell: MiniatureMilestoneslUseafine-grainapproachtoproj

15、ecttrackingandcontrolthatprovidesexceptionalvisibilityintoaprojectsstatus.lDefineasetoftargetsthatyouhavetomeetonanear-dailybasis.lUseabinaryapproach:targetsaredineornotdone.CSMCH-112024/9/6NCKU-CMMIBestPracticesRiskManagementMcConnell:Top-10RisksListlMonitorthetenmostseriousriskstoaproject,theirsta

16、tus,andtheplanforaddressingeachriskonaweeklybasis.Software Program Managers Network #1:FormalRiskManagementlRiskswillbeidentifiedforthefulllifecyclelBuyeranddeveloperculturesmustsupportriskidentification.CSMCH-122024/9/6NCKU-CMMIBestPracticesSubcontracting,Acquisition,andOutsourcingMcConnell: Outsou

17、rcingPayanoutsideorganizationtodevelopaprograminsteadofdevelopingitin-house.CSMCH-132024/9/6NCKU-CMMIBestPracticesProductandProcessAssuranceHighmaturityorganizationstypicallyhaveanindependentQAgroupandembedtheQAfunctionintheprocess:lprocessassuranceperformedbyanindependentQAgrouplproductassuranceemb

18、eddedinprocess(e.g.,adefinedroleinpeerreviews,prerequisiteforbaselining)Rushby,Craig“SoftwareQualityAssuranceinaCMMLevel5Organization,”Crosstalk:TheJournalofDefenseSoftwareEngineering,May1999CSMCH-142024/9/6NCKU-CMMIBestPracticesCM-1Software Program Managers Network #7: ConfigurationManagementlBasel

19、inecustomer-accepteddeliverables.lUseadevelopmentalbaselineforstabilityofproductssharedamongthedevelopmentteam.McConnell: ChangeBoardlBringtogetherrepresentativesfromconcernedpartiesandgivethemultimateauthorityforacceptingorrejectingproposedchanges.CSMCH-152024/9/6NCKU-CMMIBestPracticesCM-2McConnell

20、: DailyBuildandSmokeTestlCompletelybuildthesoftwareproducteverydayandputitthroughaseriesofteststoverifyitsbasicoperations.Software Program Managers Network #16:FrequentCompileandSmokeTestinglPerformintegrationbuildsandtestonafrequentandregularschedule(normallynolessthantwiceaweek).lEnsurealldefectsf

21、romintegrationtestaredocumentedandsubjecttotheprogramschange-controlprocess.CSMCH-162024/9/6NCKU-CMMIBestPracticesDesign-1McConnell: DesigningforChangelIdentifylikelychanges,developachangeplan,andhidedesigndecisionssothatchangesdonotripplethroughaprogram.Software Program Managers Network #9: System-

22、Architecture-BasedSoftwareDesignlUsemethodstodefinesystemarchitecturedocumentsoftwaredesign.lPutsoftwareengineersonsystemsengineeringteams.CSMCH-172024/9/6NCKU-CMMIBestPracticesDesign-2Software Program Managers Network #12:VisibleandInspectableDesignlDocumentalldesignprocesses/methodsintheSoftwareDe

23、velopmentPlan.lInspectthedesignforitssupporttoreliability,performance,security,safety,andreuserequirements.CSMCH-182024/9/6NCKU-CMMIBestPractices-InteroperabilitySoftware Program Managers Network #10:DataandDatabaseInteroperabilitylMakedatainteroperabilitywithexternalsystemsakeyfactorindatabasedesig

24、n.lEnsurethatdatabasedesigndecouplespersistentdatafromapplicationsoftware.Software Program Managers Network #11:FormalDefinitionandControlofInterfaceslIdentifyallexternalinterfacesaspartofsystemsrequirementsanalysis.lIncludemilestonesrelatedtoexternalinterfacesintheprojectactivitynetwork.CSMCH-19202

25、4/9/6NCKU-CMMIBestPractices-CodingMcConnell: Raped-DevelopmentLanguageslUseprogramminglanguagesthatofferspeedierimplementationthantraditionalthirdgenerationlanguagessuchasC,C+,orFortran.CSMCH-202024/9/6NCKU-CMMIGoodTestingPracticesPlantestingearlyinthelifecycleRemovedefectsbeforetestingwithpeerrevie

26、ws.Setcodecoveragecriteria(structural):lcodevs.pathwhatcriteriatochoose?Useoperationalscenariosfortesting(functional).Usetestresultsinreleasedecisions(e.g.,software“certification”):lopenproblemreports?lfailure/faulttrends?CSMCH-212024/9/6NCKU-CMMIBestPractices-TestingSoftware Program Managers Networ

27、k #15: ManagingTestAsAssetslEnsurethatCMreleasesallintegrationtestproductstointegrationstest.lEnsurethatsystemtestincludesstresstestandtestagainstafullrangeofoperationalscenarios.CSMCH-222024/9/6NCKU-CMMIBestPractices-InspectionsSoftware Program Managers Network #14: FormalInspectionslConductinspect

28、ionsoftaskproductsfromprograminceptionthroughunitcodedevelopment.lEnsurethateachinspectionfollowsadocumentedrigorousprocess.McConnell: InspectionslConductformaltechnicalreviewswithspecificrolesandtrainedparticipants.CSMCH-232024/9/6NCKU-CMMIBestPracticesQualityTargetsSoftware Program Managers Networ

29、k #5: DefectTrackingAgainstQualityTargetslEstablishqualitytargetsatprograminception.lReportmetricsondefects/inspectionanddefectleakage.CSMCH-242024/9/6NCKU-CMMIBestPractices-MeasurementMcConnell:MeasurementlMeasurementprovidesbothshort-termmotivationalbenefitsandlong-termcost,quality,andschedulebene

30、fits.lMeasurementisanantidotetothecommonproblemsofpoorestimates,poorscheduling,andpoorprogressvisibility.Software Program Managers Network #3:Metrics-BasedProjectManagementlMetricsareearlyindicatorsofpotentialproblemslThresholdvaluesarepredefinedformanagementconcern.CSMCH-252024/9/6NCKU-CMMIBestPrac

31、tices-ToolsMcConnell: ToolsGrouplFormagroupresponsibleforgatheringintelligenceabout,evaluating,coordinatingtheuseof,anddisseminatingnewtoolswithinanorganization.CSMCH-262024/9/6NCKU-CMMIKeyPointDifferentforML2andML3GP3.1-E&MthedescriptionofdefinedprocessEstablishthedefinedprocessbytailoringtheselect

32、edprocessesaccordingtotheorganizationstailoringguidelines1.SelectfromtheOrg.setofstandardprocessesthoseprocessesthatcovertheprocessareaandbestmeettheneedsofprojectororganizationalfunction2.Tailoringguidelinestailortheprocess3.Ensurethattheorganizationsprocessobjectivesareappropriatelyaddressesinthed

33、efinedprocess4.Documentthedefinedprocessesandrecordsofthetailoring5.RevisethedescriptionofthedefinedprocessasnecessaryGP3.1andPArelationshipIPMSP1.1E&MtheprojectsdefinedprocesscanimplementGP3.1orallprojectrelatedPAorallprocesses,notjust-projectrelatedprocesses,theOPDestablishestheORGprocessassetsnee

34、dedtoimplementGP3.1CSMCH-272024/9/6NCKU-CMMIKeyPointDifferentforML2andML3KeyPointDifferentforML2andML3GP3.2Collectimprovementinformation1.Collectinformationandartifactsderivedfromplanningandperformingtheprocess2.Storeprocessandproductmeasuresintheorg.measureme4ntrepositorydefinedinthecommonsetofmeas

35、uresfortheorg.setofstandardprocesses3.Submitthedocumentationforinclutionintheorgprocessassetlibrary4.Documentlessonslearnedfromtheprocessforinclusionintheorg.processassetlibrary5.Proposeimprovementstotheorg.processassets6.GP3.2andrelatedPAIPMSP1.5.2canimplementGP3.2,OPFSP2.4.1canimplementGP3.2,OPDes

36、tablishtheorgprocessassetsneededtoimplementGP3.2CSMCH-282024/9/6NCKU-CMMICSMCH-292024/9/6NCKU-CMMIOrganizationalInnovationandDeployment(OID)CausalAnalysisandResolution(CAR)5OptimizingContinuousProcess Improvement4QuantitativelyManagedQuantitativeManagementOrganizationalProcessPerformance(OPP)Quantit

37、ativeProjectManagement(QPM)3DefinedProcessStandardizationRequirementsDevelopment(RD)TechnicalSolution(TS)ProductIntegration(PI)Verification(VER)Validation(VAL)OrganizationalProcessFocus(OPF)OrganizationalProcessDefinition+IPPDOrganizationalTraining(OT)IntegratedProjectManagement+IPPDRiskManagement(R

38、SKM)DecisionAnalysisandResolution(DAR)2ManagedBasicProjectManagementRequirementsManagement(REQM)ProjectPlanning(PP)ProjectMonitoringandControl(PMC)SupplierAgreementManagement(SAM)MeasurementandAnalysis(M&A)ProcessandProductQualityAssurance(PPQA)ConfigurationManagement(CM)1InitialStagedOrganizationof

39、PAsLevelFocusCMMI-DEV. V1.2 Maturity LevelsTotal22PAsCSMCH-302024/9/6NCKU-CMMIContinuousOrganizationofPAsCategoryRequirementsManagement(REQM)(L2)RequirementsDevelopment(RD)(L3)TechnicalSolution(TS)(L3)ProductIntegration(PI)(L3)Verification(VER)(L3)Validation(VAL)(L3)Engineering(6)ConfigurationManage

40、ment(CM)(L2)ProcessandProductQualityAssurance(PPQ)2MeasurementandAnalysis(M&A)(L2)CausalAnalysisandResolution(CAR)(L5)DecisionAnalysisandResolution(DAR)(L3)Support(6)ProjectManagement(7)ProjectPlanning(PP)(L2)ProjectMonitoringandControl(PMC)(L2)SupplierAgreementManagement(SAM)(L2)IntegratedProjectMa

41、nagement+IPPD(L3)RiskManagement(RSKM)(L3)QuantitativeProjectManagement(QMP)OrganizationalProcessFocus(OPF)OrganizationalProcessDefinition(OPD+IPPDOrganizationalTraining(OT)OrganizationalProcessPerformance(OPP)OrganizationalInnovationandDeploymentOIDProcessManagement(5)CSMCH-312024/9/6NCKU-CMMIBasicP

42、rocessManagementPAs OPFOPDResourcesandCoordinationOTStdProcessandOtherAssetsTrainingforProjectsandSupportGroupsinStdProcessandAssetsOrganizationsprocessneedsandobjectivesStdProcessandOtherAssetsSeniorManagementOrganizationsbusinessobjectivesProjectManagement,Support,andEngineeringprocessareasTrainin

43、gneedsImprovementinformation(e.g.,lessonslearned,data,artifacts)ProcessImprovementProposals;Participationindefining,assessing,anddeployingprocessesCSMCH-322024/9/6NCKU-CMMIPROCESSIMPROVEMENT:SEIsIDEALApproachSMInitiatingDiagnosingEstablishingActingLearningProposeFutureActionsAnalyzeandValidatePilot/

44、TestSolutionCreateSolutionDevelopApproachSetPrioritiesDevelopRecommendationsCharacterizeCurrentandDesiredStatesCharterInfrastructureBuildSponsorshipStimulusforChangeSetContextImplementSolutionRefineSolutionPlanActionsCSMCH-332024/9/6NCKU-CMMIOrganizational Process Focus PurposePurposeTo,plan,impleme

45、ntanddeployorganizationalprocessimprovementsbasedonathoroughunderstandingofthecurrentstrengthsandweaknessesoftheorganizationsprocessesandprocessassetsCSMCH-342024/9/6NCKU-CMMIOrganizational Process Focus PurposeBenefitsProvidesacentralfocusintheorg.forprocess-improvementactivitiesProvideawarenessofw

46、hatworkswellandwhatneedstobeimprovedorg.inthecontextoftheorg.businessobjectivesandneedsProvidesawarenessofsourcesofprocess-relatedassetsandexperiencethatmaybebenefittotheprojectEstablishestheorg.baselineofprocessesCSMCH-352024/9/6NCKU-CMMIOrganizational Process Focus SpecificGoals:SG1(I,D)(RD) Deter

47、mineprocessimprovementopportunitiesStrengths,weakness,andimprovementopportunitiesfortheorganizationsprocessesareidentifiedperiodicallyandasneeded.SG2(E,A)(PEP,PMC) PlanandimplementprocessimprovementsProcessactionsthataddressimprovementstotheorganizationprocessesandprocessareplannedandimplementedasse

48、ts.SG3(A,L)(PMC)DeployOrganizationalprocessassetsandIncorporateLessonsLearnedCSMCH-362024/9/6NCKU-CMMIOrganizational Process Focus (OPF)SG1 DetermineprocessimprovementopportunitiesSP1.1EstablishorganizationalprocessneedsSP1.2AppraisetheorganizationsprocessesSP1.3Identifytheorganizationsprocessimprov

49、ementsCSMCH-372024/9/6NCKU-CMMIOrganizational Process Focus (OPF)SG2 PlanandimplementProcessImprovementSP2.1EstablishprocessactionplansSP2.2ImplementprocessactionplansCSMCH-382024/9/6NCKU-CMMIOrganizational Process Focus (OPF)SG3DeployOrganizationalProcessAssetsandIncorporatesLessonsLearnedSP3.1Depl

50、oyorganizationprocessassetsSP3.2DeployStandardProcessesSP3.3MonitorImplementationSP3.4Incorporateprocess-relatedexperiencesintotheorganizationsprocessasserts(ImplementGP3.2)CSMCH-392024/9/6NCKU-CMMIOrganizational Process Focus (cont.)DedicatingPeopletoProcessRemark:CriteriaforEPG:OpenMind,Communicat

51、ecapability,etcAdedicatedgroupofpeopleEngineeringProcessGroup(EPG)isresponsiblefortheorganizationsprocessactivitiesincluding:3-4%FTEofOrg.AppraisalsDevelopingprocessimprovementplansMaintainingaorganizationmeasurementrepositoryMaintainingalibraryofprocessassetsProvidingtrainingabouttheorganizationspr

52、ocessCSMCH-402024/9/6NCKU-CMMIProcessFocusTreatSPIasaproject:lSetspecific,time-boundobjectives.lActionplanningandfollowthroughareessentialforchangetooccurEngineeringProcessGroup(EPG)lcompetent,respectedstafflgoodinterpersonalskillslpart-timeparticipants(workerparticipation!)Recognizethatcollaboratin

53、gworkbetterthanmandatingwhenchangingbehavior:lAuthoritarianmanagers(a.k.a.controlfreaks)tendtobeineffectiveSEPGmanagers.CSMCH-412024/9/6NCKU-CMMIOrganizational Process Focus (cont.)RelationtoOrganizationProcessDefinitionOrganizationProcessFocusandOrganizationProcessDefinitionaretightlycoupled.Organi

54、zationProcessFocusfocusesonthewho.OrganizationProcessDefinitionfocusesonthewhatCMMIsmreferstothisfunctionasEngineeringProcessGroup(EPG)CSMCH-422024/9/6NCKU-CMMIBarriers to OPFLackofclearassignmentofresponsibilitiesforprocessCompetitionforoverheadresourcesPerceptionthatprocessimprovementisaone-timeth

55、ingLackofseniormanagementsponsorshipCSMCH-432024/9/6NCKU-CMMIORGANIZATIONALPROCESSFOCUSGENERICGOAL3(CapabilityLevel2)THEPROCESSISINSTITUTIONALIZEDASADEFINEDPROCESSALLGENERICPRACTICES2.1EstablishanOrganizationalPolicy2.2PlantheProcess2.3ProvideResources2.4AssignResponsibility2.5TrainPeople2.6ManageCo

56、nfigurations2.7Identify&InvolveRelevantStakeholders2.8Monitor&ControltheProcess2.9ObjectivelyEvaluateAdherence2.10ReviewStatuswithHigher-LevelManagementPLUS3.1ESTABLISH&MAINTAINTHEDESCRIPTIONOFADEFINEDPROCESSFOREACHPA3.2COLLECTIMPROVEMENTINFORMATIONCSMCH-442024/9/6NCKU-CMMIOrganizationProcessFocusPA

57、KeyPointsProcessimprovementwithinthecontextoftheorg.needsandisusedtoaddresstheorganizationobjectives.OrganizationprocessassetEstablish,maintain,implement,andimprovethedefinedprocessesRemark:Org.processassetsincludes:Asetofstandardprocessesincludingprocessarchitectureandprocesselements,life-cyclemode

58、ls,tailoringguidelines,ORG.WorkEnvironmentStandards,measurementrepository,processassetslibraryCandidateimprovementsourcesmeasurement,lessonlearned,resultsofappraisals,productevaluationofproducts,benchmarking,etcBasedonorganizationobjectivesOrganizationprocess-improvementplanappraisalplanning,process

59、actionplanning,pilotplanning,anddeploymentplanningCSMCH-452024/9/6NCKU-CMMIOrganizationProcessFocusPAKeyPointsMaintainingacurrentunderstandingoftheorg.processesPlanning,implementing,anddeployingOPAIncorporatingprocess-relatedexperiencesintotheOPARelatedProcessAreas:OPFdependonallotherprocessareasfor

60、ieentifyingbestpracticesOPDOPFdependonOPDdefiningtheOPA,OPDdependonOPFforcoordinatinganddeployingprocessassetsIPMOPFdependonIPMforcontributingworkproducts,measures,anddocumentedexperiencefromtheproject,IPMdependOPFforestablishingtheorg.processneedsandobjectivesfordefiningtheprojectdefinedprocessPPQA

61、OPFdependonPPQAfordocumentinghowwellprocessesareadheredOIDOIDdependonOPFforsolicitingandcollectingproposalsforimprovement,andcoordinatingthedeploymentofinnovationsCSMCH-462024/9/6NCKU-CMMIOrganizationProcessFocusPAKeyPointsSG1DetermineprocessimprovementopportunitiesStrength,weaknesses,andimprovement

62、opportunitiesAddressorganizationneededSP1.1EstablishorganizationprocessesneedsEffectiveteamworkrequired:Communications,collaborative,decisionmaking,issueresolution,teambuildingOrg.processneedsandobjectivesissuesrelatedto:financial,technological,quality,humanresources,andmarkingCSMCH-472024/9/6NCKU-C

63、MMIOrganizationProcessFocusPASG1DetermineprocessimprovementopportunitiesSP1.1EstablishorganizationprocessesneedsOrg.processneedsandobjectivescoveraspects:characteristicsoftheprocesses,processperformanceobjectivestimetomarket,productquality,process,effectivenessInterview with Senior Management, Mid-m

64、anagement,.etcCSMCH-482024/9/6NCKU-CMMIOrganizationProcessFocusPAKeyPointsSG1DetermineprocessimprovementopportunitiesSP1.1EstablishorganizationprocessesneedsSteps:1.Identifythepolicies,standards,andbusinessobjectivesthatareapplicabletotheorg.processes2.Examinesrelevantprocessstandardsandmodelsforbes

65、tpractices3.Determinetheorg.processperformanceobjectives(Quantitatively,quality)ex.Cycletime,defeatremovalrates,productivityCSMCH-492024/9/6NCKU-CMMIOrganizationProcessFocusPAKeyPointsSG1DetermineprocessimprovementopportunitiesSP1.1EstablishorganizationprocessesneedsSteps:4.Definetheessentialcharact

66、eristicsoftheorg.sprocessesDeterminedneworgsprocessescharacterisyicsbasedoncurrentlyorgsprocesses,standardsimposedbyorg.andcustomer5.DocumenttheorgsprocessneedsandobjectivesWPOrganizationsprocessneedsandobjectivesCSMCH-502024/9/6NCKU-CMMIOrganizationProcessFocusPASG1Determineprocessimprovementopport

67、unitiesSP1.2Appraisetheorg.processesAppraisetheorganizationsprocessesperiodicallyandasneededtomaintainanunderstandingoftheirstrengthsandweaknessesReasons:processesshouldbeimprovement,ToidentifyprocessesthatshouldbeimprovedToconfirmprogressandmakethebenefitsofprocessimprovementvisibleTosatisfytheneed

68、sofacustomer-supplierrelationshipTomotivateandfacilitatebuy-in.Steps:.1.ObtainsponsorshipoftheprocessappraisalfromSeniormanagementsupport2.Definethescopeofappraisal(DefineOrg.,projects,processesforappraisal)3.DeterminethemethodandcriteriaforprocessappraisalClassA,B,C?CSMCH-512024/9/6NCKU-CMMIOrganiz

69、ationProcessFocusPASG1DetermineprocessimprovementopportunitiesSP1.2Appraisetheorg.processesSteps:.4.Plan,schedule,andpreparefortheprocessappraisalagainstPAsSPandGP5.ConducttheappraisalFI,LI,PI,NI,NY6.AppraisalreportandfindingWPPlansfortheorg.processappraisals,Appraisalfindingthataddressstrengthandwe

70、aknessoftheorg.processes,Improvementrecommendationsfortheorg.processesCSMCH-522024/9/6NCKU-CMMIOrganizationProcessFocusPAKeyPointsSG1DetermineprocessimprovementopportunitiesSP1.3IdentifytheorganizationsprocessimprovementSteps:1.Determinecandidateprocessimprovementsbyexaminetheresultsofprocessapprais

71、alsandothersprocessreviews2.PrioritizethecandidateprocessimprovementCostandeffort,businessobjectives,causeandeffectanalyses3.DocumenttheprocessimprovementsthatwillbeimprovementWPAnalysistheorganizationsprocessimprovement,IdentificationofimprovementfortheorgprocessesCSMCH-532024/9/6NCKU-CMMICSMCH-542

72、024/9/6NCKU-CMMIOrganizationProcessFocusPASG2Planandimplementprocess-improvements(PI)Successfulimprovementofimprovementsrequiredparticipationinprocessactionplanningandimplementationbyprocessowners,thoseperformingtheprocessandsupportorg.SP2.1Establishprocessactionplans(PAP)ProcessactionplanDetailedim

73、plementationplans,targetingspecificimprovements(ProjectPEPPIobjectives,infrastructure,PIthatwillbeaddressedStrategyforpilotingandimplementingtheprocessactionsOrg.ProcessimprovementplanAddressappraisalplanning,processactionplanning,pilotplanning,anddeploymentplanningCSMCH-552024/9/6NCKU-CMMIOrganizat

74、ionProcessFocusPASG2Planandimplementprocess-improvements(PI)SP2.1Establishprocessactionplans(PAP)1.ManagementSteeringcommitteestoSetstrategiesandoverseeprocessimprovementactivities2.EPGTofacilitateandmanagetheprocessimprovementactivities3.ProcessActionTeamstodefineandimplementprocessactions4.Process

75、Ownertomanagedeployment5.PractitionerstoperformtheprocessCSMCH-562024/9/6NCKU-CMMIOrganizationProcessFocusPASG2Planandimplementprocess-improvements(PI)SP2.1Establishprocessactionplans(PAP)Steps:1.Identifytheprocessimprovementstrategy,approachesandactionsNew,unprovenandmajorchangesarepilotedbeforethe

76、yareincorporatedintonormaluse2.EstablishprocessactionteamtoimplementtheactionsProcessownerandwhoperformtheprocessCSMCH-572024/9/6NCKU-CMMIOrganizationProcessFocusPASG2Planandimplementprocess-improvements(PI)SP2.1Establishprocessactionplans(PAP)Steps:3.DocumenttheprocessactionplansProcessimprovementi

77、nfrastructureandobjectivesProcessimprovementthatwillbeaddressedProceduresforplanningandtrackingprocessactionsStrategiesforpilotingandimplementingtheprocrssactionsResponsibilityandauthorityforimplementingtheprocessactionsResources,schedules,andassignmentsforimplementingtheprocessactionsMethodsandrisk

78、sforimplementingtheeffectiveoftheprocessactions4.Reviewactionplanswithrelevantstakeholder(Review)WPOrg.ApprovedprocessactionplansCSMCH-582024/9/6NCKU-CMMI目錄目錄1、簡介、簡介1.1、專案名稱、專案名稱1.2、專案簡述、專案簡述1.3、目標、目標1.3.1營運目標營運目標1.3.2專案目標專案目標2專案應用的技術方法專案應用的技術方法2.1.專案生命週期專案生命週期2.2專案技術方法專案技術方法2.3先導專案選擇策略及成效評估先導專案選擇策略

79、及成效評估2.3.1先導專案選擇策略先導專案選擇策略2.3.2試行成效評估方式試行成效評估方式2.4推展策略及評估方式推展策略及評估方式2.4.1推展策略推展策略2.4.2推展成效評估方式推展成效評估方式2.5專案執行流程專案執行流程2.5.1專案的已定義流程專案的已定義流程2.5.2專案已定義流程元件專案已定義流程元件說說明明2.5.3專案已定義工作專案已定義工作產產品品3、專案範圍、專案範圍3.1專案改善的流程領域專案改善的流程領域3.2專案工作分解結構專案工作分解結構(WBS)3.3工作分包與工作項目總表工作分包與工作項目總表3.4工作項目工作項目內內容容說說明明4、專案時程管理、專案時

80、程管理4.1專案里程碑專案里程碑(Milestone)4.2專案時程表專案時程表5、專案人力資源管理、專案人力資源管理5.1組織流程運作架構組織流程運作架構5.2專案組織架構圖專案組織架構圖5.3專案人員分工職掌專案人員分工職掌5.4關鍵人員參與建議關鍵人員參與建議5.5訓練計畫訓練計畫5.6其他資源管理計畫其他資源管理計畫6、專案溝通管理、專案溝通管理6.1溝通管理計畫溝通管理計畫6.2文件管理計畫文件管理計畫6.3專案進行過程中的各項議題追蹤機專案進行過程中的各項議題追蹤機制與管理平台制與管理平台6.4專案改善資訊收集及知識保存專案改善資訊收集及知識保存說說明明7、專案品質計畫、專案品質計

81、畫7.1專案品保計畫專案品保計畫7.2驗證計畫驗證計畫8、專案執行及監控、專案執行及監控8.1度量與分析計畫度量與分析計畫8.2專案監控計畫專案監控計畫8.3建構管理計畫建構管理計畫9.風險管理風險管理CSMCH-592024/9/6NCKU-CMMIOrganizationProcessFocusPAKeyPointsSG2Planandimplement(Pilot)process-improvements(PI)SP2.2ImplementprocessactionplansSteps:1.Makeprocessactionplansreadilyavailabletorelevants

82、takeholder2.Negotiateanddocumentcommitmentsamongtheprocessactionteamsandrevisetheirprocessactionplansasnecessary3.Trackprogressandcommitmentsagainstprocessactionplans4.ConductjointreviewswiththeprocessactionteamsandrelevantstakeholderstomoniortheprogressandtheresultsofprocessactionsCSMCH-602024/9/6N

83、CKU-CMMIOrganizationProcessFocusPAKeyPointsSG2Planandimplement(Pilot)process-improvements(PI)SP2.2ImplementprocessactionplansSteps:5.Planpilotsneededtotestselectedprocessimprovements6.Reviewtheactivitiesandworkproductsofprocessactionteams7.Identifydocumentandtracktoclosureissuesinimplementingprocess

84、actionplaqns8.EnsurethattheresultsofimplementingprocessactionplanssatisfytheorganizationsprocessimprovementobjectivesWPCommitmentsamongthevariousprocessactionteams,Statusandresultsofimplementingprocessactionplans,plansforpilotsCSMCH-612024/9/6NCKU-CMMIOrganizationProcessFocusPAKeyPointsSG3DeployOrga

85、nizationalProcessAssetsandIncorporatesLessonsLearnedDeploymentofthestandardprocessesandotherorg.processassetsmustbecontinuallysupportedwithintheorg.particularlyfornewprojectsatstartupSP3.1Deployorg.processassetsRemark:Org.processassetsincludes:Asetofstandardprocessesincludingprocessarchitectureandpr

86、ocesselements,life-cyclemodels,tailoringguidelines,measurementrepository,processassetslibraryTraining,qualityassurance,CM,.etcbeinvolvedinthedeploymentasnecessaryReferOPDformoreinformationabouthowthedeploymentoforg.processassetsissupportedandenabledbytheorg.processassetlibraryCSMCH-622024/9/6NCKU-CM

87、MIOrganizationProcessFocusPASG3DeployOrganizationalProcessAssetsandIncorporatesLessonsLearnedSP3.1Deployorg.processassets(OPA)Steps:1.DeployorgprocessassetsacrossorgIdentifyingtheOPAthatshouldbeadoptedbythosewhoperformedtheprocessDetermininghowthOPAaremadeavailable(EX.ByWebservice)Identiyinghowchang

88、etotheOPAarecommunicatedResourceneeded(Mehodandtools)andplanningthedeploymentAssigningthosewhousetheOPAEnsuringtrainingisavailable(OTPA)2.DocumentthechangestotheOPAtwomainprurposesToenablecommunicationofthechangeTounderstandtherelationshipofchangeintheOPAtochangesinprocessperformanceandresultsCSMCH-

89、632024/9/6NCKU-CMMIOrganizationProcessFocusPASG3DeployOrganizationalProcessAssetsandIncorporatesLessonsLearnedSP3.1Deployorg.processassets(OPA)Steps:4.DeploythechangesthatweremadetotheOPAacrossorg.DeterminewhichchangesPlanningthedeploymentArrangingsupportneededtosuccessfullytransitionthechanges5.Pro

90、videguidanceandconsultationontheuseofOPAWPPlansfordeployingtheOPAandchangestoOPA,TrainingmaterialfordeployingtheOPAandchangestothem,DocumentofchangestoOPA,SupportmaterialfordeployingtheOPAandchangetothemCSMCH-642024/9/6NCKU-CMMIOrganizationProcessFocusPASG3DeployOrganizationalProcessAssetsandIncorpo

91、ratesLessonsLearnedSP3.2DeployStandardProcessesToprojectattheirstartupanddeploychangestothemasappropriatethroughoutthelifeofeachprojectProjectuseprovenandeffectiveprocessestoperformcriticalearlyactivitires(PP,receivedreq.)Projectsshouldalsoperoodicallyupdatetheirdefinedprocessestoincorporatethelates

92、tchangesmadeSteps:1.Identifyprojectswithintheorg.thatarestartingup2.IdentifyactiveprojectsthatwouldbenefitsfromimplementingtheorgcurrentsetofstandardprocessesCSMCH-652024/9/6NCKU-CMMIOrganizationProcessFocusPASG3DeployOrganizationalProcessAssetsandIncorporatesLessonsLearnedSP3.2DeployStandardProcess

93、esSteps:3.EstablishPlanstoimplementingtheorgcurrentsetofstandardprocessesontheidentifiedprojects4.AssistprojectsintailoringUseIPM5.Maintainrecords7.Processcomplianceaudits8.IdentifywhichprojectsshouldimplementthechangesWPOrglistsofprojectsandstatusofprocessdeploymentoneachproject(existingandplannedp

94、rojects),Guidelinesfordeployingthestandardprocessesonnewprojects,RecordsoftailoringonidentifiedprojectsCSMCH-662024/9/6NCKU-CMMIOrganizationProcessFocusPASG3DeployOrganizationalProcessAssetsandIncorporatesLessonsLearnedSP3.3MonitortheImplementationOftheorgssetofstandardprocessesanduseofprocessassets

95、onallprojectsIPM,OPFandOPDaretightlyrelatedOPDdefinestheorganizationassetsOPFmanagesthem,deploysthemacrosstheorgandcollectfeedbackIPMusestheassetsontheprojectandprovidefeedbacktotheorganizationSteps:1.MonitorprojectsfortheiruseoforgsprocessassetsandchangestothemCSMCH-672024/9/6NCKU-CMMIOrganizationP

96、rocessFocusPASG3DeployOrganizationalProcessAssetsandIncorporatesLessonsLearnedSP3.3MonitortheImplementationSteps:2.Reviewselectedprocessartifactscreatedduringthelifeofeachproject(PII,PAW)3.Reviewtheresultsofprocess-complianceevaluationstodeterminehowwelltheorgssetofstandardprocesseshasbeendeployed4.

97、IdentifydocumentandtracktoclosureissuesrelatingtoimplementingtheorgsaetofstandardprocessesWP-Resultsofmonitoringprocessimplementationonprojects,Statusandresultsofprocess-complianceevaluations,ResultsofreviewingselectedprocessaretifactsCSMCH-682024/9/6NCKU-CMMIOrganizationProcessFocusPASG3DeployOrgan

98、izationalProcessAssetsandIncorporatesLessonsLearnedSP3.4Incorporateprocess-relatedexperiencesintotheORG.processassetsExperiencesfromworkproducts,measuresandimprovementinformationSteps:1.Conductperiodicreviewsoftheeffectivenessandsuitabilityoftheorgdsetofstandardprocesses-org.businessobjectivesVsOrgP

99、rocessAssets(OPA)ObtainfeedbackfromuseofOPA2.Obtainfeedbackabouttheuseoftheorg.processassetsCSMCH-692024/9/6NCKU-CMMIOrganizationProcessFocusPAKeyPointsSG3DeployOrganizationalProcessAssetsandIncorporatesLessonsLearnedSP3.4Incorporateprocess-relatedexperiencesintotheORG.processassetsSteps:3.Deriveles

100、sonslearnedfromdefining,piloting,implementing,anddeployingtheorgprocessassets4.MakeavailablelessonslearnedtothepeopleintheorgasapropriateControllingaccesstothelessonslearnedEducatingpeopleabouttheappropriateuseoflessondlearnedCSMCH-702024/9/6NCKU-CMMIOrganizationProcessFocusPAKeyPointsSG3DeployOrgan

101、izationalProcessAssetsandIncorporatesLessonsLearnedSP3.4Incorporateprocess-relatedexperiencesintotheORG.processassetsSteps:5.Analyzetheorg.gcommonsetofmeasure6.Appraisetheprocesses,methods,andtoolsinuseintheOrg.anddeveloprecommendationsforimprovingtheOPAAppraisingthequalityandeffectivenessoftheOPAId

102、entifycandidateimprovementtotheOPADeterminingcompliancewiththeOrg.setofstandardprocessesandtailoringguidelinesCSMCH-712024/9/6NCKU-CMMIOrganizationProcessFocusPASG3DeployOrganizationalProcessAssetsandIncorporatesLessonsLearnedSP3.4Incorporateprocess-relatedexperiencesintotheORG.processassetsSteps:7.

103、Makethebestoftheorgprocesses,methodsandtoolstothepeopleintheorgasappropriate8.Manageproces-improvementproposalDocumentitasProcessChangeRequestorproblemreport9.Recordstheprocess-improvementactivitiesandincorporatedintotheorg.processactionplanWPProcess-improvementproposal,processlessonslearned,Measure

104、mentontheorgprocessassets,implementrecommendationfortheorgprocessassets,CSMCH-722024/9/6NCKU-CMMICSMCH-732024/9/6NCKU-CMMICSMCH-742024/9/6NCKU-CMMIOrganizationProcessFocusPAKeyPointsTheOPFprocessareasupportstheimplementationofGP3.2:collectimprovementforallprocessesGP2.2TheprocessimprovementDifferent

105、fromprocessactionplanEstablishmentoforg.processneedsallthewaythroughtotheincorporationofprocess-relatedexperiencesintotheorg.processassetsGP2.4ResponsibilityManagementsteeringcommitteeseniormanagementsponsorshipEPGfacilitiesandmanagetheprocess-improvementactivitiesGP2.6ManageconfigurationPlansfororg

106、.processappraisalProcessactionplanProcess-improvementplanCSMCH-752024/9/6NCKU-CMMIExerciseGapAnalysisforyourLab(ApplyOPFPA)EstablishandMaintainLabProcessImprovementInfrastructureIdentifyBusinessObjectivesAnalysisandUnderstandingLabCurrentProcessesPerformGapAnalysisandproviderecommendationsDeliveryGa

107、pAnalysisReportCSMCH-762024/9/6NCKU-CMMIGapAnalysisReport目錄目錄一、一、目錄目錄二、前言（二、前言（Introduction）三、實施組織三、實施組織(Lab)架構圖架構圖四、明細工作項目及時程四、明細工作項目及時程五、組織五、組織Business目的目的六、現行作業流程及管控方式六、現行作業流程及管控方式七、落差分析結果七、落差分析結果八、建議事項八、建議事項CSMCH-772024/9/6NCKU-CMMIOrganization營運目標營運目標2008/6/05CSMCH-782024/9/6NCKU-CMMI願景願景(Visio

108、n)依使用者的需求，提供最有效、最經濟、最便捷依使用者的需求，提供最有效、最經濟、最便捷的的products提升提升ORG的的Development效能效能XXXXCSMCH-792024/9/6NCKU-CMMI任務任務(Mission)達成達成Org.願景的實現願景的實現設備、資訊技術需要更新與擴充。設備、資訊技術需要更新與擴充。統一現有系統，集中的資料庫管理，透過網路提統一現有系統，集中的資料庫管理，透過網路提供服務、發揮經濟效益供服務、發揮經濟效益以以CMMIDEVSE/SW/HW?CSMCH-802024/9/6NCKU-CMMI價價值值(Value)資訊的價資訊的價值值效益是無限效

109、益是無限主動的、迅捷的資訊服務主動的、迅捷的資訊服務化主動為被動：希望員工主動的依使用者需求，提供最有效、化主動為被動：希望員工主動的依使用者需求，提供最有效、最經濟、最省成本的服務最經濟、最省成本的服務服務導向，創造更高的需求者價服務導向，創造更高的需求者價值值專業服務專業服務運用最經濟的方法運用最經濟的方法(如資料庫的整合如資料庫的整合)、滿足使用者的需求，透、滿足使用者的需求，透過整合式的、自動化的系統，提供最快速、最完整的資訊過整合式的、自動化的系統，提供最快速、最完整的資訊CSMCH-812024/9/6NCKU-CMMI營運目標營運目標(BusinessObjectives)提升政

110、府服務效能提升政府服務效能提供使用者更便捷、經濟有效的資訊提供使用者更便捷、經濟有效的資訊維護租維護租稅稅的公平正義的公平正義CSMCH-822024/9/6NCKU-CMMI流程改善機會流程改善機會CSMCH-832024/9/6NCKU-CMMI重要的流程改善之處重要的流程改善之處降低資訊提供的人工作業降低資訊提供的人工作業資料庫所需資訊，第一手就直接鍵入資料庫資料庫所需資訊，第一手就直接鍵入資料庫提高電腦作業應用，電子化作業，縮短處理時間，簡少文書提高電腦作業應用，電子化作業，縮短處理時間，簡少文書積案量積案量要求組要求組內內同仁保持彈性作法以達成目標，在合理的範圍同仁保持彈性作法以達成

111、目標，在合理的範圍內內主主動改善動改善具體的工作委外具體的工作委外(如登打如登打)，核心的工作要自己作，重要的技，核心的工作要自己作，重要的技術要留下來，要有設計的能力術要留下來，要有設計的能力核心價核心價值值要留下來，同仁要捲起袖子，老中青結合，硬體要要留下來，同仁要捲起袖子，老中青結合，硬體要新、軟體要老，經驗的傳承很重要，系統分析與設計很重要，新、軟體要老，經驗的傳承很重要，系統分析與設計很重要，要有好的乙方，需要有能力的甲方來監督要有好的乙方，需要有能力的甲方來監督依法行政，符合採購程序，協助採購單位，找到適當的廠商依法行政，符合採購程序，協助採購單位，找到適當的廠商來執行來執行CSM

112、CH-842024/9/6NCKU-CMMI管理方面的流程改善之處管理方面的流程改善之處有效監控委外系統的開發過程有效監控委外系統的開發過程目前：系統開發都是委外，過程未能有效監控未能有效監控，目前：系統開發都是委外，過程未能有效監控未能有效監控，只有專案的開始及最後的驗收即運轉使用只有專案的開始及最後的驗收即運轉使用(能用就用能用就用)能透過資料庫整合提高效能能透過資料庫整合提高效能改善系統備援方法改善系統備援方法目前採用磁帶備援，終年的聯線，成本高目前採用磁帶備援，終年的聯線，成本高期望改為集中的備援中心期望改為集中的備援中心(二個中心二個中心)，以網路備援的方式取代，以網路備援的方式取代

113、磁帶備援磁帶備援加強資訊安全加強資訊安全資訊安全是提供便捷服務最重要的因素資訊安全是提供便捷服務最重要的因素採購的流程採購的流程採購的細節規定採購的細節規定現行的招標方式亦須有所修正，以符合現行需要現行的招標方式亦須有所修正，以符合現行需要CSMCH-852024/9/6NCKU-CMMI管理方面的改善之處管理方面的改善之處以績效決定考核與升遷以績效決定考核與升遷以資訊系統提供客觀的資訊以資訊系統提供客觀的資訊以較少的人力，提供好的服務品質以較少的人力，提供好的服務品質建立共識的目標，使交付的任務與年度目標能如建立共識的目標，使交付的任務與年度目標能如期、如質完成期、如質完成以人才培訓，建立長

114、久發展的基礎以人才培訓，建立長久發展的基礎FDC是財政部重要的資訊單位，讓同仁理解應該努力的方向、是財政部重要的資訊單位，讓同仁理解應該努力的方向、去學習成長去學習成長資訊流程簡化與改進資訊流程簡化與改進稽徵業務的流程改進，可減輕業務的負荷，稽徵業務的流程改進，可減輕業務的負荷，產產生價生價值值提升效率要透過標準作業程序的建立，簡化人工提升效率要透過標準作業程序的建立，簡化人工作業程序，提高自動化程度作業程序，提高自動化程度CSMCH-862024/9/6NCKU-CMMI對外包估算的改善之處對外包估算的改善之處透過透過CMMI-ACQ強化資訊系統委外估算的能力強化資訊系統委外估算的能力導入方

115、法論、工具，學習估算能力導入方法論、工具，學習估算能力(訓練訓練)，促成團隊同仁的實，促成團隊同仁的實力力用客觀的方法、工具、建立標準，證據明確，取得外界對用客觀的方法、工具、建立標準，證據明確，取得外界對FDC的信賴與肯定的信賴與肯定以客觀的估算方法了解系統程式所需的人天數來以客觀的估算方法了解系統程式所需的人天數來作估算作估算過去的開發經驗來預估未來系統的需求過去的開發經驗來預估未來系統的需求CSMCH-872024/9/6NCKU-CMMI流程落實改善之處流程落實改善之處若有若有SOP，應遵循已制訂的，應遵循已制訂的SOP；若；若SOP有問題，有問題，則應改善則應改善SOP流程的定義須明

116、確，執行過程要有監控機制，建流程的定義須明確，執行過程要有監控機制，建立訊息回饋的系統、檢核點，並運用工具。立訊息回饋的系統、檢核點，並運用工具。CSMCH-882024/9/6NCKU-CMMI品質方面改善之處品質方面改善之處透過資料審透過資料審查查，提升資料建檔的正確性，提升資料建檔的正確性改善前線資料不正確的問題：資料的限制條件與審核機制應界改善前線資料不正確的問題：資料的限制條件與審核機制應界定定跨機關資料，應再作深層的資料審跨機關資料，應再作深層的資料審查查跨系統的資料整合，應作系統整合跨系統的資料整合，應作系統整合CSMCH-892024/9/6NCKU-CMMI訓練方面的組織政策

117、訓練方面的組織政策加強訓練以密合加強訓練以密合FDC的業務需要的業務需要讓員工瞭解使命和目標，對應該具備能力建立全盤的共識，擬讓員工瞭解使命和目標，對應該具備能力建立全盤的共識，擬定長期培訓計畫，培植更專業的能力。各層主管應瞭解同仁的定長期培訓計畫，培植更專業的能力。各層主管應瞭解同仁的專長，培養出更專業的人才，建立強有力的團隊。專長，培養出更專業的人才，建立強有力的團隊。與考懲結合，在評核、獎懲、激勵間取得平衡與考懲結合，在評核、獎懲、激勵間取得平衡CSMCH-902024/9/6NCKU-CMMI甲乙雙甲乙雙方合作改善之處方合作改善之處大家要成長大家要成長&兩邊要互信。兩邊要互信。事先招商

118、規格設定門檻，挑好的廠商事先招商規格設定門檻，挑好的廠商甲乙雙方均要投入，應互相合作。甲乙雙方均要投入，應互相合作。防止乙方於招標時派精英份子，執行時派三流的防止乙方於招標時派精英份子，執行時派三流的人才人才甲乙方都要投入，照遊戲規則進行，該罰則罰甲乙方都要投入，照遊戲規則進行，該罰則罰乙方人力乙方人力/能力不能力不夠夠，就只好開罰。中間就要限期改善，不能等，就只好開罰。中間就要限期改善，不能等到驗收到驗收CSMCH-912024/9/6NCKU-CMMI財財稅稅資料中心現況資料中心現況CSMCH-922024/9/6NCKU-CMMI各組間的橫向溝通各組間的橫向溝通溝通機制溝通機制科長間：科

119、長間：內內部函簡、簽呈、透過組長、副主任溝通協調部函簡、簽呈、透過組長、副主任溝通協調每週週報每週週報(書面）向主任報告書面）向主任報告每月：業務會報，主任主持，一起溝通協調每月：業務會報，主任主持，一起溝通協調重要進展與異常要跟主任報告，由主任批示重要進展與異常要跟主任報告，由主任批示溝通不限於溝通不限於FDC，還有外部，如稽徵機關，還有外部，如稽徵機關赋赋稅稅組組主動聯繫、當面溝通、共同解決主動聯繫、當面溝通、共同解決解決問題、儘速完成、不要逾期解決問題、儘速完成、不要逾期CSMCH-932024/9/6NCKU-CMMI需求來源需求來源基層機關業務檢討基層機關業務檢討，提出需求、改進提出

120、需求、改進(稽徵機關業稽徵機關業務檢討務檢討)內內部因資料應用部因資料應用，提出需求、改進提出需求、改進會計制度的變動，由各稽徵機關提出需求，由會計制度的變動，由各稽徵機關提出需求，由稅稅捐處彙整需求捐處彙整需求(業務面的需求業務面的需求)，以公文通知三組，以公文通知三組，由電作組進行需求釐清瞭解，將業務面需求轉成由電作組進行需求釐清瞭解，將業務面需求轉成電作需求電作需求CSMCH-942024/9/6NCKU-CMMI如何確定需求是明確的如何確定需求是明確的依業務單位之業務面的需求，電作組確定輸入、依業務單位之業務面的需求，電作組確定輸入、輸出條件，並由總工程師負責整合輸出條件，並由總工程師

121、負責整合四組負責支援服務四組負責支援服務(硬體硬體,OS,支援管理的系統支援管理的系統)。需求主要是主機換的時候，從規格去瞭解。需求主要是主機換的時候，從規格去瞭解。內內部業務則由需求者簽報，進行採購部業務則由需求者簽報，進行採購四組自己四組自己survey的的package，請同仁先去訪談，開定功能以後，請同仁先去訪談，開定功能以後進行採購進行採購主任指派的專案系統主任指派的專案系統總局先來會談政策，各局的總局先來會談政策，各局的enduser提真正的需求和後來的驗提真正的需求和後來的驗收收CSMCH-952024/9/6NCKU-CMMI需求接受準則需求接受準則業務單位提出業務單位提出“問

122、題反應單問題反應單”，由系統負責人評估，由系統負責人評估&簽報是否接受簽報是否接受需求變更及影響評估尚無制度面的規範需求變更及影響評估尚無制度面的規範目前由系統負責人討論決定目前由系統負責人討論決定希望透過本案改善希望透過本案改善CSMCH-962024/9/6NCKU-CMMI專案規劃專案規劃估算估算現況：徵詢廠商意見，至少有三家以上現況：徵詢廠商意見，至少有三家以上Cost降低降低指指life-cyclecost(totalcost-含含維運成本維運成本與與開發成本開發成本)時程時程目前是依業務單位的時程需求規定目前是依業務單位的時程需求規定專案監控專案監控有有checkpoint,包含規

123、劃時程、每月檢包含規劃時程、每月檢查查點、應交付文件的檢點、應交付文件的檢查查等等監控資料：廠商提出報告，如壓力測試、整合測試報告，監控資料：廠商提出報告，如壓力測試、整合測試報告，FDC審審查查報告報告CSMCH-972024/9/6NCKU-CMMI建構管理建構管理依循四組的程式派送作業依循四組的程式派送作業程式版本的出館程式版本的出館/進館均由四組管制進館均由四組管制CSMCH-982024/9/6NCKU-CMMI招標與管制機制招標與管制機制採購程序要完全符合公共工程委員會的規定採購程序要完全符合公共工程委員會的規定不允許化整為零的採購，由會計室審不允許化整為零的採購，由會計室審查查若

124、下包商表現不好，如品質不好、不符合若下包商表現不好，如品質不好、不符合schedule的處理的處理目前以罰則處理目前以罰則處理建議建議RFP要寫得詳細要寫得詳細若廠商認為若廠商認為FDC的需求變更太多的處理的需求變更太多的處理有有15%需求變動的彈性需求變動的彈性大型案子可有保固三年；維護費不得超過總額大型案子可有保固三年；維護費不得超過總額15%CSMCH-992024/9/6NCKU-CMMIMiddlemanagementInterviewSupportORG.Mission,Value,Goals?QualityPolicy?QualityImprovement?ProcessImpr

125、ovementInvolvement?LoadSharing?ReduceRework?Institulizationestablishment?Reuse?ManufacturesEffectively?CSMCH-1002024/9/6NCKU-CMMICSMCH-1012024/9/6NCKU-CMMICSMCH-1022024/9/6NCKU-CMMIMiddleManager1.如何如何SupportSeniormanager實現實現Mission,Value,Goal?2.品質政策為何品質政策為何?如何改善品質如何改善品質?3.如何參與流程改善活動如何參與流程改善活動?4.Load

126、sharing?5.如何降低重工率如何降低重工率(Rework)?6.如何建立制度化能力如何建立制度化能力?7.如何提高重用率如何提高重用率(Reuse)?8.如何提高製造業的效能如何提高製造業的效能?9.CommunicationamongDivisionsCSMCH-1032024/9/6NCKU-CMMIBasicProcessManagementPAs OPFOPDResourcesandCoordinationOTStdProcessandOtherAssetsTrainingforProjectsandSupportGroupsinStdProcessandAssetsOrgani

127、zationsprocessneedsandobjectivesStdProcessandOtherAssetsSeniorManagementOrganizationsbusinessobjectivesProjectManagement,Support,andEngineeringprocessareasTrainingneedsImprovementinformation(e.g.,lessonslearned,data,artifacts)ProcessImprovementProposals;Participationindefining,assessing,anddeploying

128、processesCSMCH-1042024/9/6NCKU-CMMIOrganizational Process Definition PurposePurposeToestablishandmaintainausablesetoforganizationalprocessassetsandworkenvironmentstandardsForIPPD,coverstheestablishmentoforg.rulesandguidelinesthatenableconductingworkusingintegratedtermsRemark:Toensurethatanorganizati

129、onE&Mausableoforganizationalprocessassets,usuallycalledaProcessAssetLibrary(PAL)TypicalitemsinaPALincludestandardprocesses,WorkEnvironmentStandatds,lifecycledescription,tailingcriteriaandguidelines,measurementrepository,templates,handbookCSMCH-1052024/9/6NCKU-CMMIOrganizational Process Definition Pu

130、rposeBenefitsofOPDProvidesabasisforcumulative,long-termbenefitstotheorg.by:ConsistentprocessperformanceacrosstheorganizationOrg.learningandsharingofbestpracticesInvestmentsincorporateassetsbasedonbusinessneedsCSMCH-1062024/9/6NCKU-CMMIOrganizational Process Definition (OPD)SG1Establishorganizationpr

131、ocessassetsSP1.1EstablishstandardprocessesSP1.2Establishlife-cyclemodeldescriptionSP1.3EstablishtailoringcriteriaandguidelinesSP1.4Establishtheorganizationsmeasurementrepository(OMR)SP1.5Establishanorganizationalprocessassetlibrary(PAL)SP1.6EstablishworkenvironmentstandardsSG2EnablesIPPDManagement(I

132、PPDAddition)SP2.1EstablishempowermentmechanismsSP2.2EstablishrulesandguidelinesforintegratedteamsSP2.3Balanceteamandhomeorg.responsibilitiesNewCSMCH-1072024/9/6NCKU-CMMIOrganizationalProcessDefinitionV1.1SG1EstablishOrganizationalProcessAssets1.1EstablishStandardProcesses1.2EstablishLife-CycleModelD

133、escriptions1.3EstablishTailoringCriteriaandGuidelines1.4EstablishtheOrganizationsMeasurementRepository1.5EstablishtheOrganizationsProcessSG1EstablishOrganizationalProcessAssets1.1EstablishStandardProcesses1.2EstablishLife-CycleModelDescriptions1.3EstablishTailoringCriteriaandGuidelines1.4Establishth

134、eOrganizationsMeasurementRepository1.5EstablishtheOrganizationsProcess1.6EstablishWorkEnvironmentStandardsSG2EnableIPPDManagement2.1EstablishEmpowermentMechanisms2.2EstablishRulesandGuidelinesforIntegratedTeams2.3EstablishGuidelinestoBalanceTeamandHomeOrganizationResponsibilitiesV1.2NewConsolidatedf

135、romV1.1OEIPACSMCH-1082024/9/6NCKU-CMMIORGANIZATIONALENVIRONMENTFORINTEGRATIONGENERICGOAL3(CapabilityLevel2)THEPROCESSISINSTITUTIONALIZEDASADEFINEDPROCESSALLGENERICPRACTICES2.1EstablishanOrganizationalPolicy2.2PlantheProcess2.3ProvideResources2.4AssignResponsibility2.5TrainPeople2.6ManageConfiguratio

136、ns2.7Identify&InvolveRelevantStakeholders2.8Monitor&ControltheProcess2.9ObjectivelyEvaluateAdherence2.10ReviewStatuswithHigher-LevelManagementPLUS3.1ESTABLISH&MAINTAINTHEDESCRIPTIONOFADEFINEDPROCESSFOREACHPA3.2COLLECTIMPROVEMENTINFORMATIONCSMCH-1092024/9/6NCKU-CMMIOrganizational Process Definition (

137、OPD)OrganizationProcessAssetsAcollectionofentities,maintainedbyanorganization,forusebyprojectsindeveloping,tailoring,maintaining,andimplementingtheirengineeringpractices.OrganizationProcessassetsinclude:Theorganizationsstandardprocess.Descriptionsoflifecyclesapprovedforuse.Guidelinesandcriteriaforta

138、iloringtheorganizationsstandardprocess.Theorganizationsprocessdatabase(measurementrepository)Alibraryofprocess-relateddocumentation.CSMCH-1102024/9/6NCKU-CMMIOrganizational Process Definition (OPD)TailoringGuidelines:HowtoUsetheOrganizationsStandardProcessGuidelinesfortailoringtheorganizationsstanda

139、rdprocessareavailabletoindividualprojects.Whatcanbetailoredout?Whatcannot?Howmuchcanaprocesselementbemodified?Whatpartsofaprocesselementshouldbeconsideredfortailoring?CSMCH-1112024/9/6NCKU-CMMIOrganizational Process Definition (OPD)OrganizationsMeasurementRepository(KnowledgeManagement)Acentralrepos

140、itoryfororganizationmeasurementdatacontains:Actualmeasurementdata(thenumbers)fromindividualprojects.Therelatedinformationneededtounderstandthemeasurementdataandapplyittonewprojects(Estimation,Risks,Planning,etc).CSMCH-1122024/9/6NCKU-CMMIOrganizational Process Definition (OPD)LibraryofProcess-relate

141、dDocumentationThelibrarywhere“bestdocuments”usedonpastprojectarekept.Containslessonslearnedreported,exampledocuments,anddocumentfragmentsthatcanbeusedasmodelsorexamplesforfutureprojects.Promotesthe“ExperienceFactory”conceptofDr.VicBasili(NASAandUniversityofMaryland).CSMCH-1132024/9/6NCKU-CMMIBarrier

142、s to Organizational Process DefinitionInternalprocessnotwelldefinedInternalprocessnotunderstandMisconceptionthatthereisoneandonlyoneprocessDifficultyintailoringorganizationalstandardsProcessesinheritedfromLegacyProgramsIndividualprogramsfeelthatprocessisexpensiveProcessstakeholdersnotinvolvedinproce

143、ssdefinitionAclassicmistakeistomakethedocumentationlargeandunusableCSMCH-1142024/9/6NCKU-CMMIOrganizationalProcessDefinitionPAKeyPointTheor.SetofstandardprocessesistailoredbyprojectstocreatetheirdefinedprocessesProcesselementfundamentalunitofprocessdefinition,describestheactivitiesandtaskstoconsiste

144、ntlyperformworkProcessarchitectureproviderulesforconnectingtheprocesselementsofastandardprocessTheORGsetofstandardprocessesmayincludemultipleprocessarchitecturesCSMCH-1152024/9/6NCKU-CMMICMMIML3DefinedProcessAdefinedprocessisamanagedprocessthatistailoredfromtheORG.setsofstandardprocessesaccordingtot

145、heORG.tailoredguidelineshasamaintainedprocessdescriptionandcontributeworkproducts,measureandotherprocessimprovementinformationintheorganizationprocessassets.Improvementinformationiseasiertounderstand,analyze,anduseProjectdefinedprocess-definestheprojectswhichincludeallprocessesthataffecttheprojectAp

146、rojectmayhavemorethanonedefinedprocess(e.g.onefordevelopingtheproduct,anotherfortestingtheproductAdefinedprocessclearstatePurpose,inputs,entrycriteria,activities,roles,measures,verificationsteps,outputs,exitcriteriaCSMCH-1162024/9/6NCKU-CMMIProjectInputsContractrequirementsOrganizationalprocessasset

147、sUsethetailoringcriteriaandguidelinestotailortheorganizationssetofstandardprocessesgeneratingtheprojectdefinedprocess.ProjectDefinedProcessCSMCH-1172024/9/6NCKU-CMMIOrganizationalProcessDefinitionPAKeyPointRelatedProcessAreas:OPFOPDdependonOPFformaintaininganawarenessofwhatandhowprocessesareusedthro

148、ughouttheorg.andcoordinatingthedevelopment,deploymentandmaintenanceofprocessassets.OPFdependonOPDforhowthedeploymentofOPAissupportedandenabledtheorgprocessassetlibraryIPMIPMdependonOPDforhowthedeploymentofOPAissupportedandenabledbytheorg.processassetlibraryOTOTdependonOPDforprovidingthebasisforident

149、ifyingthetrainingneedsfortheOPAM&AM&AdependonOPDforestablishingtheorg.measurementrepositoryOPPdependonOPDfortheprocessandcommonmeasuredefinitionsthatareabasisfortheorg.processperformaqnceanalysisOIDdependonOPDforincorporatingtheprocessandtechnologyimprovementintoOPACSMCH-1182024/9/6NCKU-CMMIOrganiza

150、tionalProcessDefinitionPAKeyPointSG1-EstablishorganizationalprocessassetsSP1.1EstablishStandardProcessesIPPDOrganizationssharedvisionisincludedintheorganizationalprocessassetsStandardprocessesmaybedefinedatmultiplelevels(enterprise,organization,lowerlevels)ORG.setofstandardprocesses(OSP)containsproc

151、esselementsex.Work-productsize-estimatingelement,designmethodology,peerreviewmethodology,conductofmanagementreviewsOSPincludestechnical,management,administrative,supportandorganizationalprocessesCSMCH-1192024/9/6NCKU-CMMIOrganizationalProcessDefinitionPASG1-EstablishorganizationalprocessassetsSP1.1E

152、stablishStandardProcessesSteps:1.DecomposeeachstandardprocessintoconstituentprocesselementstothedetailedneededtounderstandanddescribetheprocessEX.Workproductsizeestimate,designmethodology,peerreviewmethodology,Templateforconductofmanagementreviews2.SpecifythecriticalattributesofeachprocesselementPro

153、cessroleApplicablestandardsApplicableprocedures,methods,tools,andresoursesProcessperformanceobjectivesEntrycriteriaInputsProcessandproductmeasurestobecollectedandusedVerificationpoints(ex.Peerreview)OutputsInterfacesexitcriteriaCSMCH-1202024/9/6NCKU-CMMIOrganizationalProcessDefinitionPAKeyPointSG1-E

154、stablishorganizationalprocessassetsSP1.1EstablishStandardProcessesSteps:3.Specifytherelationshipofprocesselements(processarchitecture),ordering,interfaces,interdependenciesThedetailedspecificationoftheserelationshipsarecoveredinthedescriptionofthedefinedprocessesthataretailoredfromtheOSP4.Ensurethat

155、theOrg.StandardsetofProcesses(SSP)adherestoapplicablepolicies,processstandardandmodesandproductstandards5.EnsurethattheSSPsatisfiestheprocessneedsandtheobjectivesoftheorganization(OPF)6.Ensureintegrationamongtheprocesses7.DocumentandConductpeerreviewsontheSSP(VER)WPOrganizationssetofstandardprocesse

156、sCSMCH-1212024/9/6NCKU-CMMIGoodProcessDescriptionsKeepitsimple:lUSAprinciple:Understand,Simplify,Automatelminimalessentialinformationasorganizationsmovebeyondmaturitylevel3lprocessdescriptions1-2pageslongldetailedknowledgeintrainingmaterials,mentors,tools,templates,etc.lprinciplesofgoodsoftwaredesig

157、n:locality,informationhiding,abstractionProcessesareownedbypractitioners:lbalancebetweencontrolandempowermentUse is determined by usefulness and usability.CSMCH-1222024/9/6NCKU-CMMIProcessHierarchyTheorganizationsstandardsoftwareprocessmayconsistofmultipleprocessesthataddressmanylifecyclemodels.Many

158、highmaturityorganizationshavemorethanonelevelofstandardprocesses:ltop-levelstandardprocessmaybeabstract,usedforsystemsengineering,software,Standardprocessesmaybeestablishedforldifferentproductlines/families/domainsldifferentcustomersegmentslandsoforthCSMCH-1232024/9/6NCKU-CMMIImplementationVariation

159、sThereisno“onerightway”toimplementmoreprocesses:l“Acceptableimplementation”doesnotmeanthesametoallorganizations.l“Acceptable”inoneenvironmentisnotnecessarilyacceptableinothersl“Lessefficient”doesnotmean“inadequate.”l“Continualimprovement”meanstheremaybefindingsevenagainstasatisfiesKPA.Example: “New”

160、 maturity level 4 and 5 organizationsusually have “basic” quantitative management, but evolve“robust” statistical approaches.CSMCH-1242024/9/6NCKU-CMMIDeployingProcessesProcessimplementersmustbepartofprocessdefinitionandimprovement:lCanyoubuyanoff-the-shelfprocess?Startwiththe“asis”processratherthan

161、the“shouldbe”process.Processdefinitionandimprovementshouldaddressproblems:lModelsprovideaframeworkforthinkingaboutproblemsPilotbeforedeployingmajornewprocesses:pickpilotprojectsbygettingvolunteerswhoandbecomechampions.Effectivetrainingisnecessaryforeffectivedeployment.CSMCH-1252024/9/6NCKU-CMMIStand

162、ardProcessesStandardprocessesmaybeestablishedforldifferentproductlines/families/domainsldifferentcustomersegmentslandsoforthCSMCH-1262024/9/6NCKU-CMMIOrganizationalProcessDefinitionPASG1-EstablishorganizationalprocessassetsSP1.2Establishlife-cyclemodeldescriptionOrganizationneedsbothproductandprojec

163、tlifecyclemodelsProductlife-cyclemodel-partitiontheproductlifecycleintophasesactivitiesandrequirements,acompletesolution,frominitialdevelopmenttodisposalSteps:1.SelectProjectlife-cyclemodelsbasedontheprojectandtheorg.Waterfall,spiral,evolutionary,incremental,iterativeProjectcharacteristicsprojectsiz

164、e,constraintsuchascycletime,acceptancedefeatlevels,staffexperience2.Documentthedescriptionsofthelifecyclemodels3.Conductpeerreviewsonthelife-cyclemodels(VER)TWP:DescriptionoflifecyclemodelsCSMCH-1272024/9/6NCKU-CMMIProjectLifeCycleWaterfallModeliswell-defineddevelopmentprocessinwhichonephasehastobef

165、inishedbeforethenextphase.Themodelisverysimpletouse.Themodelcanbeusediftherequirementiswellunderstoodanddefined.ConcurrentModelisthatmorethanoneprocesses(forexample,SWdevelopment,HWdevelopment,Testingdevelopment)areprogressedinconcurrent.V-ShapedModelissimilartowaterfallmodel.Thedifferenceisthateach

166、testphasematcheseachdevelopmentphase:requirementswithsystemtesting,high-leveldesignwithintegrationtesting,anddetaileddesignwithunittesting.CSMCH-1282024/9/6NCKU-CMMIProjectLifeCyclePhaseIncrementalModel.Thedesignersdevelopthesoftwareinanumberofstagesandareabletodelivertheproductearly.Ateachphasethed

167、esignershaveagoaltodelivercertainfeaturestocustomers.Incrementalmodelisgoodforfastdeliveringproducttothemarkerplace.(reducecycletime)PrototypingModelisthetechniquewhichhelpsdesignersanduserstoclarifytherequirementofthesystem.Athrow-awayprototypeisdevelopedbydesignersandisevaluatedbyusers.Fromfeedbac

168、kofusers,designerswillunderstandthesystembetterandimprovetheprototype.CSMCH-1292024/9/6NCKU-CMMIProjectLifeCyclePhaseSpiralModelisaniterativeapproach.Themodelcarefullytakerisksintoaccount.Thedesignersdevelopasmallpartoftheprojectandevaluatetherisks.Iftheriskislow,designerskeepsdevelopingmorefeatures

169、.Foreachiteration,therearesixsteps:Determineobjectives,alternatives,andconstraints.Identifyandresolverisks.Evaluatealternatives.Developdeliverablesandverifythattheyarecorrect.Planthenextiteration.Committoanapproachforthenextiteration.CSMCH-1302024/9/6NCKU-CMMIPickingaLifecycleKnowledgeaboutrequireme

170、ntsWaterfallStagedINCREMENTALPrototypingSpiralEVALUTIONARYIncrementalityofapproachCSMCH-1312024/9/6NCKU-CMMICSMCH-1322024/9/6NCKU-CMMIOrganizationalProcessDefinitionPAKeyPointSG1-Establishorganizationalprocessassets(OPA)SP1.3EstablishtailoringcriteriaandguidelinesThetailoringandguidelinesdescribethe

171、following:1.HowSSPandOPAareusedtocreatethedefinedprocesses2.Mandatoryrequirementsthatmustbesatisfiedbythedefinedprocesses3.Optionsthatcanbeexercisedandcriteriaforselectingtheoptions4.ProceduresthatmustbefollowinginganddocumentprocesstailoringVariables:domainNatureofthecustomerCostScheduleQualitytrad

172、eoffTechnicaldifficultyoftheworkExperienceofimplementofthepeopleimplementingtheprocessesCSMCH-1332024/9/6NCKU-CMMIOrganizationalProcessDefinitionPAKeyPointSG1-Establishorganizationalprocessassets(OPA)SP1.3EstablishtailoringcriteriaandguidelinesSteps:1.Specifytheselectioncriteriaandproceduresfortailo

173、ringtheSSPCriteriaandproceduresselectinglife-cyclemodel,selectingprocesselementsExampleoftailoringactionmodifyingalifecyclemodel,combingelementsofdifferentlifecyclemodel,modifyingorreplacingprocesselement,recordingprocesselements2.Specifythestandardsfordocumentingthedefinedprocesses3.Documentandcond

174、uctthepeerreviewsonthetailingguidelinesWPTailoringguidelinesfortheSSPCSMCH-1342024/9/6NCKU-CMMISP1.3Establishtailoringcriteriaandguidelines目的目的為落實本為落實本ORG.流程改善的推動，係依據本所品質作業需求流程改善的推動，係依據本所品質作業需求在不違反在不違反CMMISE/SWStagedModel的特定目標與一般目的特定目標與一般目標，並能順利執行相關執行方法的原則下，特研擬本調適指標，並能順利執行相關執行方法的原則下，特研擬本調適指引以提供流程改善推

175、動組同仁撰寫調適原則的方針及概念，引以提供流程改善推動組同仁撰寫調適原則的方針及概念，俾利本所流程及流程元件俾利本所流程及流程元件(以下簡標準流程以下簡標準流程)之訂定與維護。之訂定與維護。本所標準流程無法為各個計畫量身訂作，必須要靠本調適指本所標準流程無法為各個計畫量身訂作，必須要靠本調適指引及各流程元件之調適原則來協助專案調整標準流程，縮小引及各流程元件之調適原則來協助專案調整標準流程，縮小程序面與執行面的差異，進而引導專案建立專案已調適流程，程序面與執行面的差異，進而引導專案建立專案已調適流程，撰寫適合專案計畫使用的專案執行計畫。撰寫適合專案計畫使用的專案執行計畫。專案使用調適指引專案使

176、用調適指引/原則若有難行之處，可以提出改善建議以原則若有難行之處，可以提出改善建議以修訂調適指引修訂調適指引/原則，為此調適作業是持續的改善以維護最適原則，為此調適作業是持續的改善以維護最適合本所使用的已調適流程及標準流程。合本所使用的已調適流程及標準流程。CSMCH-1352024/9/6NCKU-CMMISP1.3Establishtailoringcriteriaandguidelines調適原則調適原則標準流程的調適作業在調適原則中標準流程的調適作業在調適原則中說說明，調適原明，調適原則的撰寫須考量下列調適指引，惟首要原則不能則的撰寫須考量下列調適指引，惟首要原則不能與與CMMISE/

177、SWStagedModel相抵觸相抵觸CSMCH-1362024/9/6NCKU-CMMICSMCH-1372024/9/6NCKU-CMMIOrganizationalProcessDefinitionPAKeyPointSG1-Establishorganizationalprocessassets(OPA)SP1.4Establishtheorg.measurementrepository(OMR)Containsbothproductandprocessmeasuresthatarerelatedtotheorg.Useinplanningprojectactivitiesthedef

178、initionofthemeasuresareusedtocomparesimilarmeasuresfromdifferentprocessesSteps:1.Determinetheorg.needsforstoring,retrieving,andanalyzingmeasurements2.DefineacommonsetofprocessandproductmeasuresfortheSSPEstimateworkproductsize,effort,costActual-workproductsize,effort,costQualitymeasuredefeats,.Peerre

179、viewcoverage,testcoverageReliability-MTBF3.Designandimplementthemeasurementrepository4.Specifytheprocedureforstoring,updating,andretrievingmeasuresCSMCH-1382024/9/6NCKU-CMMIOrganizationalProcessDefinitionPAKeyPointSG1-Establishorganizationalprocessassets(OPA)SP1.4Establishtheorg.measurementrepositor

180、yUseinplanningprojectactivitiesSteps:5.Conductpeerreviewsforthedefinitionofcommonsetofmeasuresandprocedures6.Enterthespecifiedmeasuresintotherepository7.Measurementrepositoryavailabletoallstakeholder8.Reviseiftheorg.needschangesuchasnewprocessadded,revisedandnewmeasuresareneeded,greatvisibilityintot

181、heprocessisrequired,measuresareretiredTWP:1.DefinitionofthecommonsetofproductandprocessmeasuresfortheSSP2.DesignoftheOMR3.TheOMRstructureandsupportenvironment4.Org.measurementdataCSMCH-1392024/9/6NCKU-CMMIMeasurementfortheOrganizationGoal/question/Metricflavortomeasurementlmetricevaluationtable(askq

182、uestions)Controllable,objective,timely,readilyavailable,etc.Dedicatedmeasurementpeopleattheorganizationandprojectlevellmaynotbefull-timeforprojectsSensitivitytotheeffectofmeasurementonbehaviorCSMCH-1402024/9/6NCKU-CMMIMeasurementPrograms-1Anorganization-widemeasurementprogramincludeslacoordinatinggr

183、ouplorganization-widemeasurementdefinitionsldatacollectionandanalysislquantitativemeasurementgoalsfortheorganizationlappropriatetoolsupportltraininginapplyingbasicquantitativemethodsGoalsofthemeasurementprogramshouldbetiedtotheorganizationsstrategicgoals(flowdown).CSMCH-1412024/9/6NCKU-CMMIMeasureme

184、ntPrograms-2Processmetricsshouldbelchosefromtheentiresoftwarelifecyclelappliedconsistentlyacrossprojectsldefinedtoincludethefollowinginformationthespecificmeasurementdatatobecollectedtheintendeduseofeachmeasurementtheprocesscontrolpointsatwhicheachmeasurementwillbecollectedhoweachmeasurementwillbean

185、alyzedThecollectedmeasurementdata)oranaggregatedfromofit)shouldbestoredintheorganizationssoftwaremeasurementdatabase.CSMCH-1422024/9/6NCKU-CMMIOrganizationalProcessDefinitionPAKeyPointSG1-Establishorganizationalprocessassets(OPA)SP1.5Establishtheorg.processassetlibrary(PAL)ExamplePALinclude:(Content

186、)1.Org.policies2.Definedprocessdescriptions3.Procedures(Ex.Estimatingprocedures)4.Developmentplans5.Acquisitionplan6.Qualityassuranceplans7.Trainingmaterials8.Processaids9.Lesson-learnedreportsCSMCH-1432024/9/6NCKU-CMMIOrganizationalProcessDefinitionPASG1-Establishorganizationalprocessassets(OPA)SP1

187、.5Establishtheorg.processassetlibrary(PAL)Steps:1.Designandimplementorg.PAL(Libraryandsupportenvironment)2.Specifythecriteriaforincludingitemsinthelibrary3.Specifytheproceduresforstoring,retrievingitems4.Entertheselecteditemsintothelibraryandcatalogthemforuserfriendly5.Maketheitemsavailableforusebyp

188、roject6.Reviewandreviseforlessonlearned7.RevistheOrg.PALasnessarysuchasnewitemsareadded,itemsareretiredcurrentversionsofitemsarechangedTWP:1.DesignoftheorgPAL2.Org.PAL3.SelecteditemstobeincludedintheOrg.PAL4.Catalogofitemsintheorg.PALCSMCH-1442024/9/6NCKU-CMMIOrganizationalProcessDefinitionPASG1-Est

189、ablishorganizationalprocessassets(OPA)SP1.6EstablishworkenvironmentstandsWorkenvironmentstandards:1.allowtheorganizationandprojectstobenefitfromcommontools,training,andmaintenanceaswellascostsavingfromvolumepurchases2.Addresstheneedsofallstakeholdersandconsiderproductivity,cost,availability,security

190、,andworkplacehealth,safety,andergonomicfactors3.Canincludeguidelinesfortailoringand/oruseofwaiversthatallowadaptationoftheprojectworkenvironmenttomeetspecificneeds4.Examples:proceduresforoperation,safety,andsecurityoftheworkenvironment,standardworkstationhardwareandsoftware,standardapplicationsoftwa

191、reandtailoringguidelinesforitStandardproductionandcalibrationequipment,TWP:WorkEnvironmentStandardsCSMCH-1452024/9/6NCKU-CMMIOrganizationalProcessDefinitionPASG1-Establishorganizationalprocessassets(OPA)SP1.6EstablishworkenvironmentstandsSteps:1.Evaluatecommercially-availableworkenvironmentstandards

192、appropriatefortheorganization2.Adoptexistingworkenvironmentstandardsanddevelopnewonestofillgapsbasedontheorg.processneedsandobjectivesCSMCH-1462024/9/6NCKU-CMMIEstablishtheorg.processassetlibrary(PAL)六、建立與維護組織流程資產館(一) 建立與維護組織流程資產館1. 設計並建置組織流程資產館組織流程資產館是很多項目的集合，並由組織維護，提供組織中人員用於發展、調適、維護、執行、管理及改善流程。組織流

193、程資產館資料內容包括:政策、界定的流程元件、生命週期模式的說明、經驗教訓文件、樣板、標準、程序、流程改善相關計畫、訓練教材、會議記錄、驗證記錄、及稽核相關資料。這些資產使得整個組織能有一致性的流程執行，並且提供組織累積性、長期性效益的基礎。組織流程資產館的資料項目、儲存處、負責人、及管理辦法，請參見附錄3組織流程資產館說明。2. 定期審查個別資料項目的使用情況，並維護組織流程資產館的內容。如有需要時，如：新增流程資產、淘汰流程資產、或變更文件項目的現行版本，組織流程資產館說明也應一併修訂。(二) 納入組織流程資產館將選擇出的文件項目納入館中，使專案容易參考及取用，相關文件公告後，使各專案都能知

194、悉並取用文件項目。CSMCH-1472024/9/6NCKU-CMMICSMCH-1482024/9/6NCKU-CMMICSMCH-1492024/9/6NCKU-CMMIIPPDOverviewOrganizationalFocusProjectFocusOrganizationalProcessDefinition+IPPDSG2IntegratedProjectManagement+IPPDSG3CSMCH-1502024/9/6NCKU-CMMIIPPDOverviewOPDOrganizationForcusSG2EnablesIPPDManagement(IPPDAddition

195、)SP2.1EstablishempowermentmechanismsSP2.2EstablishrulesandguidelinesforintegratedteamsSP2.3Balanceteamandhomeorg.responsibilitiesIPMProjectFocusSP3.1EstablishtheProjectSharedVisionSP3.2EstablishtheIntegratedTermStructureSP3.3AllocateRequirementstoIntegratedTeamsSP3.4EstablishIntegratedTeamsSP3.5Ensu

196、reCollaborationamongInterfacingTermsCSMCH-1512024/9/6NCKU-CMMIWHYam I here?1.Orientation3.Goal/RoleClarificationWHATare we doing?4.CommitmentHOWwill we do it?5.Implemen-tationWHOdoes WHAT,WHEN,WHERE?6.HighPerformanceWOW!7.RenewalWHYcontinue?CREATING STAGESSUSTAINING STAGESWHOare you?2.TrustBuildingD

197、rexler/Sibbet(Integrated)TeamPerformanceModelCSMCH-1522024/9/6NCKU-CMMIDocumentingaTeamsSharedUnderstanding:TheTeamCharterTheteamcharterisatooltosetteamboundariesandhelpensureasharedunderstandingofimportantpointsthattheteamhasreachedconsensuson.EveninthestructuredIntegratedTeams,thereisarealriskthat

198、teamunderstandingsandnormswillbecomevagueandmisunderstoodiftheyarenotwrittendown.CSMCH-1532024/9/6NCKU-CMMIImportantComponentsofaTeamCharter(RulesandGuidelines)CleargoalsAppropriatemembershipClearlydefinedrolesSufficienttimeandresourcesSharedvaluesandbeliefsGroupnorms123456CSMCH-1542024/9/6NCKU-CMMI

199、ClearGoalsAnIntegratedteamcannotreachitsgoalssystematicallyifthegoalsareambiguousormissing.ForatypicalIntegratedTeam,keygoalsare:FollowtheIPPDprocess,withfullfidelity,astailoredforthisIntegratedteamProvideIPPDresultsthatareclearandaccurate,andthatprovidevaluetotheProject.CompleteallProjectactivities

200、asscheduled,withoutexcessivestressontheIntegratedteam.1CSMCH-1552024/9/6NCKU-CMMIAppropriateMembershipAneffectiveteamsmembershipiscarefullyselected.Teammembersareselectedbasedoncriteriaalreadyprovidedtotheorganization,considering:Membersmustbringanappropriatemixofknowledgeandskillstosuccessfullycomp

201、letethetask.Theteamislargeenoughtohandlethetask.Everyadditionalmemberrequirestheteamspendadditionaltimecoordinatingactivities.TeammembersarededicatedthroughouttheIPPDtoavoidconfusionfromshiftingmembership.2CSMCH-1562024/9/6NCKU-CMMIClearlyDefinedRolesBecauseIntegratedteamsaremadeupofindividualswhofi

202、llinterdependentroles,membersmustunderstandclearlywhatroleeachmemberplaysandwhatbehaviorsareexpectedofeachrole.Withoutclear,agreed-uponroles,memberscanexperienceconflictandstress.Whenrolesareunderstoodclearlyandagreedupon,memberscancoordinatetheiractionsmoreeasilytocompletetheirtasks.Subsequentmodul

203、eswillspecifytherolesthatteammemberswilltakeonundertheIPPDmethod.3CSMCH-1572024/9/6NCKU-CMMISufficientTimeandResourcesTeammembersneedenoughtimetocompletetheworkandtheresourcestosupportthem.Teamsneedstwokindsoftime:performancetimeduringwhichtheteampreparestoproduce,andproducesitsresults.processtimedu

204、ringwhichtheteamreflectsonhowitcanimproveperformancebysystematicallylearningfromexperiencetoimproveoveralleffectiveness.Appropriateresourcesneedtobeprovidedtoensureteamefficiencyandeffectiveness(e.g.,spreadsheets,Internetorintranetaccess)PartoftheProjectManager/IntegratedTeamLeaderroleistomonitorthe

205、teamsuseoftimeandresources,andensureadequateperformance.4CSMCH-1582024/9/6NCKU-CMMISharedValuesandBeliefsInateamwithastrongculture,memberstakeactionsandmakedecisionsthatareconsistentwithsharedvaluesandbeliefs.Teamcultureisthesetofbeliefsandvaluesthatmembersshareandthatguidetheirbehavior.Beliefsareas

206、sumptionsaboutwhatistrue(e.g.,peoplearenaturallymotivatedtodoagoodjob).Valuesareassumptionsaboutwhatisworthwhileordesirable(e.g.,practicingwhatonepreaches).5CSMCH-1592024/9/6NCKU-CMMITeamNormsNormsareexpectationsabouthowpeopleshouldorshouldnotbehavethatallteammembersshare.Effectiveteamsdevelopasetof

207、explicitnormsthattellsmemberswhatkindsofbehaviorareexpectedandnotexpectedofthem.Teamnormsareoftenunspoken,resultinginsomemembersmisinterpretingthem.Itisdifficulttoenforceunspokennormswhenmembersviolatethem.6CSMCH-1602024/9/6NCKU-CMMIConsensus-1OnekeyteamnormbuiltintotheIPPDmethodisthatallimportantIn

208、tegratedteamdecisionsaremadebyconsensus.Consensusisfindingaproposalacceptableenoughthatallteammemberscansupportit,andnoteammemberopposesit.Consensusattemptstoproduceawin/winsolutionforallteammembersretainsteamintegrityandmissionfocusSource:Scholtes,The Team HandbookCSMCH-1612024/9/6NCKU-CMMIConsensu

209、s-2Consensusisnot:aunanimousvoteitmaynotreflecteveryonesfirstprioritiesamajorityvoteeventheminoritymustbecontentwiththeproposalnecessarilymakingallteammemberstotallysatisfiedCSMCH-1622024/9/6NCKU-CMMINeedforAdditionalCharterItems?Manyitemsnormallyincludedinateamcharterare,ineffect,alreadydefinedforu

210、sbytheIPPDmethod.Arethereadditionalitemsthatwewouldliketodocumentforourteam?SharedValuesSharedBeliefsTeamNormsCSMCH-1632024/9/6NCKU-CMMITeamDevelopmentSummaryStagesinteamdevelopmentOrientationTrustBuildingGoal/RoleClarificationCommitmentTypicalteamchartercontentsGoalsRolesMembershipImplementationHig

211、hPerformanceRenewalTimeAvailableSharedValuesandBeliefsGroupNormsConsensusdecisionmakingmaintainsteamintegrityandcohesionthroughouttheIPPDProjectDevelopmentCSMCH-1642024/9/6NCKU-CMMIIPPDOverviewOPDOrganizationForcusSG2EnablesIPPDManagement(IPPDAddition)SP2.1EstablishempowermentmechanismsSP2.2Establis

212、hrulesandguidelinesforintegratedteamsSP2.3Balanceteamandhomeorg.responsibilitiesIPMProjectFocusSP3.1EstablishtheProjectSharedVisionSP3.2EstablishtheIntegratedTermStructureSP3.3AllocateRequirementstoIntegratedTeamsSP3.4EstablishIntegratedTeamsSP3.5EnsureCollaborationamongInterfacingTermsCSMCH-1652024

213、/9/6NCKU-CMMIOrganizationalProcessDefinitionPASG2EnableIPPDManagementOrganizationalrulesandguidelinesthatenablesconductingtheworkusingintegratedteams.(whichgoverntheoperationofintegratedteams,areprovided)Anorg.infrastructurethatsupportsandpromotesIPPDconceptsiscritical1.Integratedteamingandallowfore

214、mpowereddecisionmakingatmanylevels2.IPPDrulesandguidelinesbecomepartoftheorgSSPandtheprojectdefinedprocess3.Standardprocessesenablepromote,andreinforcethebehaviorexpectedfromprojects,integratedteams,andpeople4.Theseexpectedbehaviorsaretypicallycommunicatedintheformsofpolicies,operatingprocedures,gui

215、delinesandotherorg.processwassetsCSMCH-1662024/9/6NCKU-CMMIOrganizationalProcessDefinitionPASG2EnableIPPDManagementSP2.1EstablishempowermentmechanismsEmpowermentmechanismtoenabletimelydecisionmakingempowermentanyonecansuggestanychangetoanyprocessatanytimeknowingorwillgetappropriateconsiderationandpr

216、iorityInasuccessfulIPPDEnvironment:1.Clearchannelsofresponsibilityandauthoritymustbeestablished2.Issuescanariseatanyleveloftheorg.whenintegratedtermsassumetoomuchortoolittleauthorityandwhenitisunclearwhoisresponsibleformakingdecision3.Guidelinesthatclearlydefinetheempowermentofintegratedtermscanprev

217、ent!).2).CSMCH-1672024/9/6NCKU-CMMIOrganizationalProcessDefinitionPASG2EnableIPPDManagementSP2.1EstablishempowermentmechanismsChallengestoleadership:1.CultureChanges(people,integratedterms,lowerestlevel)2.Effectiveandefficientcommunicationmechanisms3.IssuesresolutionneedtobeprovidedCSMCH-1682024/9/6

218、NCKU-CMMIOrganizationalProcessDefinitionPASG2EnableIPPDManagementSP2.1EstablishempowermentmechanismsSteps:1.DeterminerulesandguidelinesforthedegreeofempowermentprovidedtopeopleandintegratedtermsAuthorityoftermstopicktheirleaderAuthorityoftermstoimplementsubtermsThedegreeofcollectivedecisionmaking,co

219、nsensusneededforteamdecisionHowconflictsanddifferencesofopinionwithintheintegratedtermsareaddressedandresolved2.Determinerulesandguidelinesfortheuseofdifferentdecisiontypesinmakingvariouskindsoftermdecisions3.Definetheprocessforusingthedecision-makingrulesandguidelinesCSMCH-1692024/9/6NCKU-CMMIOrgan

220、izationalProcessDefinitionPASG2EnableIPPDManagementSP2.1EstablishempowermentmechanismsSteps:4.DefineaprocessforissueresolutionRefertoIPMresolvingissueswithrelevantstakeholders5.Maintaintheempowermentmechanismsandtherulesandguidelinesfordecisionmaking(DARPA)TWP:1.Empowermentrulesandguidelinesforpeopl

221、eandintegratedterms2.Decision-makingrulesandguidelines3.IssuesresolutiondocumentationCSMCH-1702024/9/6NCKU-CMMIOrganizationalProcessDefinitionPASG2EnableIPPDManagementSP2.2EstablishrulesandguidelinesforintegratedtermsOperatingrulesandguidelinesfortheintegratedteamsdefineandcontrolhowteamsinteracttoa

222、ccomplishobjectivesStructuringandformingintegratedtermsSteps:1.EstablishrulesandguidelinesforStructuringandformingintegratedterms(ORGprocessassets)TermstructureandformationguidelinesTermauthorizeandresponsibilityguidelinesIPPDimplementationtechniquesandguidelinesformangingrisksinIPPDGuidelinesforest

223、ablishinglinesofcommunicationandauthority,termresponsibilityTermleaderselectioncriteriaCSMCH-1712024/9/6NCKU-CMMIOrganizationalProcessDefinitionPASG2EnableIPPDManagementSP2.2EstablishrulesandguidelinesforintegratedtermsSteps:2.DefinetheguidelinesthatwillguidehowtheintegratedtermsworkcollectivelyPrac

224、ticesasfollowing:HowinterfacesamongintegratedtermsareestablishedandmaintainedandHowassignmentsareacceptedHowresourcesandinputareaccessedandHowworkgetdoneWhochecks,reviewsandapproveswork,andHowworkisapprovedHowworkisdelivedandcommunicatedandReportchainsReportingrequirements(cost,schedule,andperforman

225、cestatus)measureandmethodsProgressreportingmeasuresandmethods3.MaintaintherulesandguidelinesforstructuringandformingintegratedteamTWP:RulesandguidelinesforstructuringandformingintegratedtermsCSMCH-1722024/9/6NCKU-CMMIOrganizationalProcessDefinitionPASG2EnableIPPDManagementSP2.3Balanceteamandhomeorga

226、nizationresponsibilityHomeOrg.ResponsibleforthecareergrowthoftheirmembersInIPPDEnvironment:1.Reportingproceduresandratingsystemsassumethatmambersresponsibilityarefocusedontheintegratedtermnotonthehomeorg.2.Theresponsibilityofintegratedteammemberstotheirhomeorg.isalsoimportantspeciallyforprocessimple

227、mentationandimprovement3.Workloadsandresponsibilitiesshouldbebalancedbetweenprojectsandfunctions,andcareergrowthandadvancement4.Organizationmechanisms-supportthehomeorg.whilealigningtheworkforcetomeetbusinessobjectivesintermingenvironment5.Shouldbeguidelinesfordisbandingtheintegratedteamsandmaintain

228、inghomeorg.CSMCH-1732024/9/6NCKU-CMMIOrganizationalProcessDefinitionPASG2EnableIPPDManagementSP2.3BalanceteamandhomeorganizationresponsibilitySteps:1.Establishguidelinesforhomeorg.responsibilitiesthatpromoteintegratedteambehavior2.Establishguidelinesfortemmanagementresponsibilitiestoensureintegrated

229、membersreportapproproatelytotheirhomeorg.3.Establishaperformancereviewprocessthatconsiderinputfrombothhomeorg.andintegratedteanleaders4.Maintaintheguidelinesforbalancingteamandhomeorg.responsibilitiesTWP:(SeeJPLECAPExample)1.Org.guidelinesforbalancingteamandhomeorg.responsibilities2.Performancerevie

230、wprocessthatconsidersbothfunctionalsupervisorandteamleaderinputCSMCH-1742024/9/6NCKU-CMMIEMPLOYEECONTRIBUTIONASSESSMENTAssessemployeescontributionfortheyear,anddiscusswiththeemployeeinameetingarrangedforthatpurpose.Usetheworkassignmentsasthebasisforassessmentbymeasuringoverallcontributionagainstthes

231、pecificcriteriayoudevelopedearlier.Considertheareasof:AREA1-QUALITYOFWORK,AREA2-INTERPERSONALEFFECTIVENESSAREA3-OWNERSHIPOFPERFORMANCE,AREA4-COMITMENTTOIIMPROVEMENT of the individual and the work process. Includespecificexamplesthatsupportassessment.Gatherinformationfromtheemployee,theemployeescusto

232、mers,colleaguesandfromyourownexperience.CSMCH-1752024/9/6NCKU-CMMIEMPLOYEECONTRIBUTIONASSESSMENTExampleAREA1-QUALITYOFWORKHasdemonstratedhighperformancewhileleadingcriticalanddifficulttasks,inlightoftightschedules,improperfunding,andmaintainingCommonS/Wformanyusersonmanydifferentplatforms.Hasbeentim

233、elyinpreparing/completingrequiredproductsandextraswhereneeded.Respondedquicklytocustomerneedsunlessaffectedbylimited/insufficientprogrammerresources.EffectivelymanagedMSWandNCP/ACSCommonSoftwareimplementationandotherabovedescribedtasksinlightofsomerecognizedcommunicationdifficiencies.Hasvaluableknow

234、ledgeofseveralDSNdomainareas.CSMCH-1762024/9/6NCKU-CMMIEMPLOYEECONTRIBUTIONASSESSMENTExampleAREA2-INTERPERSONALEFFECTIVENESSDemonstratesbeingarealteamplayer.Cooperates/interactswithothergroups/sections/divisionsandoperationsorganizations(OSEs,SPT,).Easytoworkwith;however,communicationsskills(oraland

235、somewritten)arenothisbeststrengths.Thishasnotstoppedhimfrombeingagoodcoordinatorofothers(i.e.,leader)andtechnicallycompetent.CSMCH-1772024/9/6NCKU-CMMIEMPLOYEECONTRIBUTIONASSESSMENTExampleAREA3-OWNERSHIPOFPERFORMANCEConsistentwithtakingresponsibilityofowntaskbudget/planning/scheduling,reports,docume

236、nts,presentations,etc.Respondsquicklyandopenlytoanyrelatedactionitemsandquestions/issues.Willtakeresponsibilitytoensurefollow-uponsoftwareanomalies.Showsinitiativetoexpandideas/conceptsandresolveconflicts/problems.Consistentlyprovidedweeklytechnicalactivities/statussummaryreportstoManagersCSMCH-1782

237、024/9/6NCKU-CMMIEMPLOYEECONTRIBUTIONASSESSMENTExampleAREA4-COMMITMENTTOIMPROVEMENTParticipatedinnewtechnologiesrelatedobject-oriented,distributedcomputingsuchasDCE,andotherrelatedseminars,suchasGSFCSoftwareEngineeringConference,tools,etc.Tookinitiativetoparticipateinsoftwarere-useseminars/discussion

238、s.CSMCH-1792024/9/6NCKU-CMMICaseExample#1-NASANASAStrategicPlan(2/95)-Vision,MissionandGoalsNASAStrategicPlan(2/95)-Vision,MissionandGoals Cheaper,Better,andFasterCheaper,Better,andFasterACampaigntoStreamlineNASAs12CentersinOrdertoACampaigntoStreamlineNASAs12CentersinOrdertoProtectScientificPrograms

239、fromDecliningBudgetsProtectScientificProgramsfromDecliningBudgets NASAAdvisoryCouncil(BradfordParkinson,NASAAdvisoryCouncil(BradfordParkinson,StandfordStandfordUniversity)-University)-HowtoHowtoImprovrImprovrNASAOperations(2/95)NASAOperations(2/95)*WithoutCuttingintoPrograms(MeettheNASAVision),Cut*W

240、ithoutCuttingintoPrograms(MeettheNASAVision),CutAnnualBudget$1Billion,to13.3Billionby2000AnnualBudget$1Billion,to13.3Billionby2000*CuttingEdgeofScienceandTechnologyintothe21Century-*CuttingEdgeofScienceandTechnologyintothe21Century-TakeAdvantageofTechnologicalAdvancesTakeAdvantageofTechnologicalAdva

241、nces*RoomtoEliminatealotmoreUnnecessaryThingthatWeDo-*RoomtoEliminatealotmoreUnnecessaryThingthatWeDo-NASACenter,JSC,JPL,.NASACenter,JSC,JPL,.CSMCH-1802024/9/6NCKU-CMMIVisionExpandingthefrontiersofspacetoenrichknowledgeandbenefithumanityMissionConductchallengingroboticsspacemissionsforNASAExploreour

242、solarsystemExpandourknowledgeoftheuniverseFurtherourunderstandingofEarthfromtheperspectiveofspacePavethewayforhumanexplorationApplyourspecialcapabilitiestotechnicalandscientificproblemsofnationalsignificanceValuesOpenness:ofourpeopleandourprocesses.WEusecandidcommunicationtoensurebetterresultsIntegr

243、ity:oftheindividualandtheinstitution.WevaluehonestyandtrustinthewaywetreatoneanotherandinthewaywemeetourcommitmentsQuality:ofourproductsandourpeople.WepursueourvisionandcarryoutourmissionwithacommitmenttoexcellenceinbothwhatwedoandhowwedoitInnovation:inourprocessesandproducts.Wevalueemployeecreativi

244、tyinaccomplishingtasksJPLStrategicPlan-Vision,Mission,andGoalsJPLStrategicPlan-Vision,Mission,andGoalsCase-ExampleNASACSMCH-1812024/9/6NCKU-CMMICaseExample#1-NASAProcess Action Teams for Process Improvement (Reengineering) * Emphasizing the Management of Business Processes Rather than People* 100 Pr

245、ocess Action Teams (PAT)* Building Enterprise Information Systems (EIS) - * Building Enterprise Information Systems (EIS) - Maximize using Information TechnologyMaximize using Information Technology3. From 1995 - 1998CSMCH-1822024/9/6NCKU-CMMIChallengeIsToFindNew,Less-Expensive,ShorterLifeCyclesChal

246、lengeIsToFindNew,Less-Expensive,ShorterLifeCyclesApproachesToSpaceExplorationThatWillContinueToExpandTheApproachesToSpaceExplorationThatWillContinueToExpandTheFrontiersOfSpaceAndInspireTheWorldFrontiersOfSpaceAndInspireTheWorldSetUpmanyProcessActionandReengineeringTeamsSetUpmanyProcessActionandReeng

247、ineeringTeams TheRadicalChangeOfTheInformationSystemsInThreeAreas:TheRadicalChangeOfTheInformationSystemsInThreeAreas:*RapidDevelopmentMethodology*RapidDevelopmentMethodology*NewInformationSystemsInfrastructuredesign*NewInformationSystemsInfrastructuredesignNewSoftwareNewSoftwareReUseReUse*Workforce

248、DownsizingandSkillsMixDecisions-*WorkforceDownsizingandSkillsMixDecisions-FromFYFromFY929000,FY95-7000employeetoFY00-5000929000,FY95-7000employeetoFY00-5000*EmployeesPerformanceContributions-CustomerInputs*EmployeesPerformanceContributions-CustomerInputs(Promotion?)(Promotion?)*ReduceHalfDevelopment

249、CycleTimeandHalfCost*ReduceHalfDevelopmentCycleTimeandHalfCostCase-ExampleNASACSMCH-1832024/9/6NCKU-CMMIFAA1996FAAStrategicPlan-Vision,MissionandValues1996FAAStrategicPlan-Vision,MissionandValuesFAAVisionFAAVision*ToProvidethe*ToProvidetheSafestSafest,mostEfficientandResponsiveAviationSystemintheWor

250、ld,mostEfficientandResponsiveAviationSystemintheWorldandtobethebestFederalEmployer,ContinuouslyImprovingServicetoandtobethebestFederalEmployer,ContinuouslyImprovingServicetoCustomersandEmployees.CustomersandEmployees.FAAMissionFAAMission*FAAProvidesa*FAAProvidesaSafe,SecureSafe,Secure,andEfficientGl

251、obalAviationSystemwhich,andEfficientGlobalAviationSystemwhichContributestoNationalSecurityandthePromotionofU.S.AviationContributestoNationalSecurityandthePromotionofU.S.Aviation*AstheLeadingAuthorityintheInternationalAviationCommunity,We*AstheLeadingAuthorityintheInternationalAviationCommunity,Weare

252、responsivetotheDynamicNatureofCustomerNeeds,EconomicConditions,areresponsivetotheDynamicNatureofCustomerNeeds,EconomicConditions,andEnvironmentalConcerns.andEnvironmentalConcerns.FAAValuesFAAValues * Our values are deeply rooted attributes in the FAA culture *TrustResponsiveness,IntegrityQuality,Hon

253、estyTimeliness,Involvement*TrustResponsiveness,IntegrityQuality,HonestyTimeliness,InvolvementFiscalResponsibilityFiscalResponsibility*TeamworkAccountability,DiversityCommunication,Respect*TeamworkAccountability,DiversityCommunication,RespectCSMCH-1842024/9/6NCKU-CMMI* *FAAsStrategicGoalsandObjective

254、s(1996-)FAAsStrategicGoalsandObjectives(1996-)Goal1:SystemGoal1:SystemSafetySafety-ZeroAccidents.Eliminateaccidentsandincidentsinaviationand-ZeroAccidents.Eliminateaccidentsandincidentsinaviationandprotectpublicsafetyandpropertyinspacetransportationsystemsbytargetingtheprotectpublicsafetyandproperty

255、inspacetransportationsystemsbytargetingthemostcriticalareas.mostcriticalareas.Goal2:Goal2:SecuritySecurity-ZeroIncidents.Eliminatesecurityincidentsintheaviationsystem.-ZeroIncidents.Eliminatesecurityincidentsintheaviationsystem.Goal3:Goal3:HumanFactorsHumanFactorsSafety-ZeroAccidents.Safety-ZeroAcci

256、dents.Goal4:MeettheGoal4:Meetthesystemcapacitysystemcapacityneedsforairandspacetransportationsafelyandneedsforairandspacetransportationsafelyandefficientlythroughnear-teamactionstargetedatspecificproblemsandalong-teamefficientlythroughnear-teamactionstargetedatspecificproblemsandalong-teamcomprehens

257、iveprogramofresearch,planning,prehensiveprogramofresearch,planning,andinvestmentmatchinguserneeds.Goal5:Goal5:IndustryVitalityIndustryVitality.Promoteactive,vital,andefficientaviationandspace.Promoteactive,vital,andefficientaviationandspacetransportationindustries.transportationindustries.Goal6:Goal

258、6:GlobalLeadershipGlobalLeadership.Achievesafe,secure,andefficientglobalairandspace.Achievesafe,secure,andefficientglobalairandspacetransportationsystemsbypromotingtransportationsystemsbypromotinginternationinternationcooperationandharmonization.cooperationandharmonization.Goal7:Goal7:EnvironmentalE

259、nvironmentalResponsibility.ProvidestrongleadershipregardingtheResponsibility.Providestrongleadershipregardingtheenvirinmentalenvirinmentalimpactsofaviationandcommercialspacetransportation.impactsofaviationandcommercialspacetransportation.Goal8:Goal8:BusinessPracticesBusinessPractices.Manageresources

260、andinvestmentstocontrolcostsandincrease.Manageresourcesandinvestmentstocontrolcostsandincreaseproductivity,efficiency,andeffectiveness,whilepromotingsafetyandcustomerservice.productivity,efficiency,andeffectiveness,whilepromotingsafetyandcustomerservice.Goal9:TheGoal9:TheFAAWorkplaceFAAWorkplacewill

261、:Berespectfulofemployees,Encourageallemployeestowill:Berespectfulofemployees,Encourageallemployeestocontributeandperformattheirfullpotentialandproductivitylevel,Supportinnovation,contributeandperformattheirfullpotentialandproductivitylevel,Supportinnovation,risk-taking,andcollaborativeproblemsolving

262、,andbediverserisk-taking,andcollaborativeproblemsolving,andbediverseGoal10:EstablishandmaintainmutuallinesofGoal10:Establishandmaintainmutuallinesofcommunicationcommunicationwiththepublicandwithwiththepublicandwithemployeestopromoteunderstanding,awareness,andcooperationandtoservetheemployeestopromot

263、eunderstanding,awareness,andcooperationandtoservetheinterestsofthetravelingpublicinterestsofthetravelingpublicFAACSMCH-1852024/9/6NCKU-CMMIDeclaration of CAA Reengineering“WethepeopleoftheCivilAeronauticsAdministration(CAA),MOTC,inordertoformamoreperfectadministration,arecommittedtodevelopingacustom

264、er-focused,team-basedalliancebetweenourdivisionstoprovidebest-practiceservicestoallROCpersonnel.Thiscross-functionalteaminginitiativewillbeimplementedatallCAAfunctionallevelsacrossourdivisionsandwillleadtomoreeffectiveprocessesanduseofresources.Itwillbesupportedbynewprocessesandtechnicalcapabilities

265、tobeintroducedbyreengineeringsolutions.ThegoalofreengineeringwillbetobettercontributetoachievingCAAsstrategicgoalsbydeliveringaviationsystemsafety-zeroaccidents,on-time,high-qualityproductsandservicestoourcustomers.”Dr.Chaw-KweiHungNovember,1997CSMCH-1862024/9/6NCKU-CMMIOrganizationalProcessDefiniti

266、onPAKeyPointGP2.2plantheprocessPartofOrg.Process-improvementplanGP2.3ResourceProcessmodelingtool,WebpagebuildersandbrowsersGP2.6andGP2.7ConfigurationsandstakeholderreviewsOSP,OrgLife-cyclemodels,tailingguidelines,commonsetofmeasuredataEmpowermentrulesandguidelinesforpeopleandintegratedteamOrganizati

267、onprocessdocumentationforissuesresolutionGP2.8Measurement%ofprojectsusingprocesselementofOSPDefeatdensityofeachprocesselementsGP2.9ObjectivelyEvaluateAdherenceEmpowermentrulesandguidelinesforpeopleandintegratedteamsOrganizationmeasurementdataCSMCH-1872024/9/6NCKU-CMMIBasicProcessManagementPAs OPFOPD

268、ResourcesandCoordinationOTStdProcessandOtherAssetsTrainingforProjectsandSupportGroupsinStdProcessandAssetsOrganizationsprocessneedsandobjectivesStdProcessandOtherAssetsSeniorManagementOrganizationsbusinessobjectivesProjectManagement,Support,andEngineeringprocessareasTrainingneedsImprovementinformati

269、on(e.g.,lessonslearned,data,artifacts)ProcessImprovementProposals;Participationindefining,assessing,anddeployingprocessesCSMCH-1882024/9/6NCKU-CMMIOrganizational Training PurposePurposeThepurposeofOrganizationalTrainingistodeveloptheskillsandknowledgeofpeoplesotheycanperformtheirroleseffectivelyande

270、fficiently.Remarks:ToensurethatanorganizationdeveloptheskillsandknowledgeofitspeoplesotheycanperformtheirroleseffectivelyandefficientlyCSMCH-1892024/9/6NCKU-CMMIOrganizational Training PurposeBenefitsTrainingneedsoftheorg.areidentifiedastheyrelatetotheorg.businessobjectivesThetrainingcapabilitiesisc

271、entralizedandcoordinatedEnablestheorg.tomeetsitschangingtrainingneedsTheeffectivenessoftrainingiscontinuallyimprovedbasedoncollecteddataCSMCH-1902024/9/6NCKU-CMMIOrganizational Training Specific GoalsSpecificGoals:SG1 EstablishanorganizationaltrainingcapabilityTrainingtosupporttheorganizationsmanage

272、mentandtechnicalrolesisidentifiedandmadeavailable.SG2 ProvidenecessarytrainingTrainingnecessaryforindividualstoperformtheirroleseffectivelyisprovided.CSMCH-1912024/9/6NCKU-CMMIOrganizational Training (OT)SG1 EstablishanorganizationaltrainingcapabilitySP1.1EstablishthestrategictrainingneedsSP1.2Deter

273、minewhichtrainingneedsaretheresponsibilityoftheorganizationSP1.3EstablishorganizationaltrainingtacticalplanSP1.4EstablishtrainingcapabilityCSMCH-1922024/9/6NCKU-CMMIOrganizational Training (OT)SG2 ProvidenecessarytrainingSP2.1DelivertrainingSP2.2EstablishtrainingrecordsSP2.3Assesstrainingeffectivene

274、ssCSMCH-1932024/9/6NCKU-CMMIOrganizational Training (OT)OrganizationalTrainingOrganizationaltrainingneedsareidentifiedbasedonthe:OrganizationsStandardProcess(OSSP)OrganizationscultureProjectneedsIndividualneedsCSMCH-1942024/9/6NCKU-CMMIOrganizational Training (OT)RequiredTrainingAtLevel2,AbilityGP2.

275、5Trainthepeopleidentifies:Ensurethepeoplehavethenecessaryskillsandexpertisetoperformorsupporttheprocess.PPPAKnowledgeandSkillAtLevel3andabove,OTidentifies:Organizationidentifies“required”trainingtodeveloptheskillsandknowledgenecessarytoperformtheirenterpriseactivities.Institutionalizationoftrainingi

276、sexpected.CSMCH-1952024/9/6NCKU-CMMIOrganizational Training (OT)AlternativeVehiclesTrainingmayincludeinformal,aswellas,formalinstructiontotransferskillsandknowledge.On-thejobtrainingcanbeveryeffectivewhenimplementedproperlyNote: Informal training vehicles are frequently abused! Be sure and have clea

277、r records for your alternative training approached.CSMCH-1962024/9/6NCKU-CMMIBarrier to Organizational TrainingTrainingnotconsideredaresourcetobescheduledlikeotherresourcesTrainingnotdonewhenneededAssumptionthatpriorjobexperienceoracademicbackgroundissufficienttrainingToomuchrelianceonpersonaltimefo

278、rtrainingResponsibilityfortrainingnotassignedTrainersnotskilledintrainingCSMCH-1972024/9/6NCKU-CMMIORGANIZATIONALTRAININGGENERICGOAL3(CapabilityLevel2)THEPROCESSISINSTITUTIONALIZEDASADEFINEDPROCESSALLGENERICPRACTICES2.1EstablishanOrganizationalPolicy2.2PlantheProcess2.3ProvideResources2.4AssignRespo

279、nsibility2.5TrainPeople2.6ManageConfigurations2.7Identify&InvolveRelevantStakeholders2.8Monitor&ControltheProcess2.9ObjectivelyEvaluateAdherence2.10ReviewStatuswithHigher-LevelManagementPLUS3.1ESTABLISH&MAINTAINTHEDESCRIPTIONOFADEFINEDPROCESSFOREACHPA3.2COLLECTIMPROVEMENTINFORMATIONCSMCH-1982024/9/6

280、NCKU-CMMIOrganizationTrainingPAKeyPointsIdentifyingthetrainingneededbytheorg.ObtainingandprovidingtrainingtoaddressthoseneedsEstablishingandmaintainingtrainingcapabilityKeeptrainingrecordsAssessingtrainingeffectivenessPPProcessArea-specifictrainingneedsbyprojectsSkills:1.Technicalskill-projectorproc

281、ess,2.organizationalskills,-employeesorganizationstructure3.contextualskillsself-management,communication,inter-personnelCSMCH-1992024/9/6NCKU-CMMIOrganizationTrainingPARelatedProcessAreas:AllPAsdependonOTforidentifyingtrainingneedsOPFOTdependonOPFforunderstandingtheORG.processneedsandobjectives.OPF

282、dependonOTforprovidingtrainingwhenimplementingtheOPAandprocessimprovementacrosstheorg.OPDOTdependonOPDforidentifyingtrainingneedsdescribedintheorganizationsprocessassetsPPthespecifictrainingneedsidentifiedbyprojectsDARtodeterminingcriteriawhendeterminingtrainingapproachesOIDforprovidingtheneededtrai

283、ningtosupportthedeploymentofprocessandtechnologyimprovementCSMCH-2002024/9/6NCKU-CMMIOrganizationTrainingPASG1EstablishanorganizationaltrainingcapabilityDeveloptheskillandknowledgenecessarytoperformenterpriseactivitiesSP1.1EstablishthestrategictrainingneedsSourcesofstrategictrainingneeds1.ORG.standa

284、rdprocesses2.ORG.strategybusinessplan3.ORG.processimprovementplan4.Enterpriselevelinitiatives5.Skillappraisals6.RiskanalysisCSMCH-2012024/9/6NCKU-CMMIOrganizationTrainingPAKeyPointsSG!EstablishanorganizationaltrainingcapabilitySteps:1.Analyzebusinessobjectivesandprocess-improvementplantoidentifypote

285、ntialfuturetrainingneeds2.Documentthestrategictrainingneeds3.Documenttheroles,skillsandtrainingneededforstandardprocessesWPTrainingneedsCSMCH-2022024/9/6NCKU-CMMIOrganizationTrainingPAKeyPointsSG!EstablishanorganizationaltrainingcapabilitySP1.2Determinewhichtrainingneedsaretheresponsibilityoftheorga

286、nizationorindividualprojectorsupportgroupSteps:1.Analyzethetrainingneedsidentifiedbythevariousprojectsandsupportgroups2.Negotiateanddocumentwiththeprojectsandsupportgrouponhowtheirtrainingneeds(applicationdomains,tools,methods)WPCommonprojectsandsupportgrouptrainingneedsCSMCH-2032024/9/6NCKU-CMMIOrg

287、anizationTrainingPAKeyPointsSG!EstablishanorganizationaltrainingcapabilitySP1.3Establishanorganizationtrainingtacticalplan(theplantodeliverthetraining)Steps:1.Establishtacticalplancontent1.Trainingneeds,topics,schedules,dependencies,methodsusedfirtraining,requirementsandqualitystandardsfortrainingma

288、terial,trainingtasks,roles,andresponsibilities,resourcestools,.2.Trainoftrainers3.CommitmentWPORG.TrainingTacticalplanCSMCH-2042024/9/6NCKU-CMMIOrganizationTrainingPAKeyPointsSG1EstablishanorganizationaltrainingcapabilitySP1.4EstablishtrainingcapabilityApplyDARPASteps:1.Selectstheapproachedtosatisfy

289、trainingneedsClassroomtraining,computer-aidedinstruction,.2.Determinetrainingmaterialsdevelopmentinternalsoracquirethemexternally3.Developorobtaintrainingmaterials4.DeveloporobtainqualifiedinstructorsDeveloporg.trainingcurricuriculumWP-TrainingmaterialsandsupportingartifactsCSMCH-2052024/9/6NCKU-CMM

290、ICSMCH-2062024/9/6NCKU-CMMIOrganizationTrainingPAKeyPointsSG2ProvidenecessarytrainingforindividualTakeintoconsideration:trainingparticipantsbackground,prerequisite,skillandability,technicalmanagementandprojectmanagement,organizationallprocesses,qualitymanagement,criticalfunctionalareasSP2.1Deliveryt

291、rainingcourses(tacticalplan)Steps:1.Selectthepeople,schedulethetraining,andconductthetraining2.TrackthedeliveryoftrainingagainstthetacticalplanWPDeliveredtrainingcoursesCSMCH-2072024/9/6NCKU-CMMIOrganizationTrainingPAKeyPointsSG2ProvidenecessarytrainingforindividualSP2.2EstablishTrainingRecordsPMCfo

292、rinformationabouthowprojectsorsupportgrouptrainingrecordsaremaintainedSteps:1.Keeprecordsof:Students,staffwhowaivedfromspecifictraining,studentscompleted2.MaketrainingrecordsavailabletotheappropriatepeopleforconsiderrationinassignmentWPTrainingRecordsCSMCH-2082024/9/6NCKU-CMMIOrganizationTrainingPAK

293、eyPointsSG2ProvidenecessarytrainingforindividualSP2.3AssesstrainingeffectivenessHowwellthetrainingismeetingtheorganizationsneedsSteps:1.Assessinprogresstodeterminewhetherstaffknowledgeisadequateforperformingprojecttasks2.Provideamechanismforassessingtheeffectivenessofeachtrainingcourse3.Studentevalu

294、ationsWPTrainingprogramperformanceassessmentsCSMCH-2092024/9/6NCKU-CMMICSMCH-2102024/9/6NCKU-CMMICSMCH-2112024/9/6NCKU-CMMIOrganizationTrainingPAKeyPointsGP2.5TrainoftrainersGP2.6configurationTrainingtacticalplan,trainingrecords,trainingmaterialandsupportingartifactsInstructorevaluationformsGP2.8Mea

295、surementNumberoftrainingcoursesdeliveriedPost-trainingevaluationratingTrainingprogramqualitysurveyratingCSMCH-2122024/9/6NCKU-CMMIBasicProjectManagementPAsPPWhatToBuildWhatToDoSAMPMCWhatToMonitorReplanPlansStatus,issues,resultsofprogressandmilestonereviewsProductcomponentrequirementsTechnicalissuesC

296、ompletedproductcomponentsAcceptancereviewsandtestsEngineeringandSupportprocessareasStatus,issues,resultsofprocessandproductevaluations;measuresandanalysesCommitmentsMeasurementneedsCorrectiveactionSupplierSupplieragreementCorrectiveactionCSMCH-2132024/9/6NCKU-CMMICoordination&collaboration;Sharedvis

297、ion&ITstructuresubprocessesforquantitativemgmt.AdvancedProjectManagementPAsProcessPerformanceObjectives,Baselines,ModelsQPMOrganizationsStd.ProcessesIPMRSKMLessonsLearned,PerformanceDataProjectsDefinedProcessStatisticalMgmtDataRiskTaxonomies&Parameters,Status,Mitigation,andCorrectiveActionProcessMan

298、agementprocessareasBasicProjectManagementprocessareasRiskexposureduetounstableprocessesIdentifiedrisksEngineering&SupportprocessareasCoordination,commitments,issues;ProductArchitectureforStructuringTeamsITITmgmtforengineeringprocesses;Integratedworkenvironmentpeople&practicesCSMCH-2142024/9/6NCKU-CM

299、MIIntegratedProjectManagementforIPPDPAKeyPointsSharedvisionacommonunderstandingofguidingprinciplesincludingmission,objectives,expectedbehavior,value,andfinaloutcomes,whicharedevelopedandusedbyagroup,suchasanorganization,project,orteamCreatingasharedvisionrequiresthatallpeopleinthegrouphaveanopportun

300、itytospeakandbeheardaboutwhatreallymatterstothemCSMCH-2152024/9/6NCKU-CMMIIntegrated Project Management (+IPPD)PurposeToestablishandmanagetheprojectandtheinvolvementoftherelevantstakeholdersaccordingtoanintegratedanddefinedprocessthatistailoredfromtheorganizationssetofstandardprocessesForIPPD,IPM+IP

301、PDalsocoverstheestablishmentofasharedvisionfortheprojectandtheestablishmentofintegratedtermsthatwillcarryouttheobjectivesoftheprojectCSMCH-2162024/9/6NCKU-CMMIIntegrated Project Management (IPPD)Benefits:EnhancetheprojectplanthatisthebasisforprojectactivitiesTailoringorg.processassetsindefiningthepr

302、ocesstobeusedbytheprojectReducevariabilityamongprojects;facilitatethesharingofprocessassets,data,andlessonslearnedandthegatheringofmeasureforprocessimprovementAddressthecoordinationofallactivitiesassociatedtheprojectandintegrateallotherplansthataffecttheprojectPro-activelymanagetheinvolvementofrelev

303、antstakeholdersinprojectactivitiesIdentifyandtrackdependencieswiththehelpandsupportofrelevantstakeholdersEstablishingtheworkenvironmentfortheprojectbasedontheorgsworkenvironmentstandardsCSMCH-2172024/9/6NCKU-CMMIIntegrated Project Management (IPPD)Benefits(IPPD):1.Establishingasharedvisionfortheproj

304、ect.Theprojectsharedvisionprovidestheunityofpurposeandsharedprinciplesneededbyateamorteamstosuccessfullycollaborateintheachievementoftheprojectoutcome2.EstablishingintegratedtermsthataretaskedtoaccomplishprojectobjectivesCSMCH-2182024/9/6NCKU-CMMIIntegrated Project Management (IPPD)Addressesthecoord

305、inationofallactivitiesassociatedtheprojectsuchasthefollowing:1.Developmentactivities(req.development,design,andverification)2.Serviceactivities(delivery,helpdesk,operations,andcustomercontact)3.Acquisitionactivities(solicitation,contractmonitoring,andtransitiontooperation)4.Supportactivities(CM,Docu

306、mentation,marketingandtraining)CSMCH-2192024/9/6NCKU-CMMIProjectBsProjectPlanTheImprovementInfrastructureProjectsDefinedProcessTailoringGuidelinesOrganizationsMeasurementRepositoryOrganizationsProcessAssetLibraryStandardProcessSetAProjectTheOrganizationProjectPlansProcessImprovementTrainingOfPeopleW

307、orkEnvironmentStandardsCSMCH-2202024/9/6NCKU-CMMIIntegratedProjectManagementProjectDefineProcessProjectsDefinedProcess&TeamandGoal專案已定義流程及整合團隊與共同願景專案已定義流程及整合團隊與共同願景IPPDTailoringandGuidelines產品整合與組織標準流程適原則與指引產品整合與組織標準流程適原則與指引StandardProcessSet標準流程組標準流程組MJBK0915ProjectTheOrganizationPALProjectplans規劃專

308、案規劃專案(OMR)OPTIMALSharePoint(PAL)WorkEnvironmentStandards標準工作環境標準工作環境Lifecyclemodel生命週期模式生命週期模式Templates範本範本HistoricalCostData專案歷史估算值專案歷史估算值IntegratedTeamRule整合團隊規則整合團隊規則CSMCH-2212024/9/6NCKU-CMMIIntegrated Project Management Specific GoalsSpecificGoals:(NotIPPD)SG1UsetheprojectsdefinedprocessTheproj

309、ectisconductedusingadefinedprocessthatistailoredfromtheorganizationssetofstandardprocesses.SG2CoordinateandcollaboratewithrelevantstakeholdersCoordinationandcollaborationoftheprojectwithrelevantstakeholdersisconducted.CSMCH-2222024/9/6NCKU-CMMIIntegrated Project Management Specific GoalsSpecificGoal

310、s:(IPPD)SG3ApplyIPPDPrinciplesTheprojectismanagedusingIPPDPrinciples.CSMCH-2232024/9/6NCKU-CMMIIntegrated Project Management (IPM)SG1 UsetheprojectsdefinedprocessSP1.1EstablishtheprojectsdefinedprocessProjectdefinedprocess-definestheprojectswhichincludeallprocessesthataffecttheprojectSP1.2Useorganiz

311、ationalprocessassetsforplanningprojectactivities(PP)SP1.3EstablishtheProjectWorkEnvironmentSP1.4Integrateplans(PP)SP1.5Managetheprojectusingtheintegrateplans(PMC)SP1.6Contributetotheorganizationsprocessassets(GP3.2)CSMCH-2242024/9/6NCKU-CMMIIntegrated Project Management (IPM)SG2 Coordinateandcollabo

312、ratewithrelevantstakeholdersSP2.1Managestakeholderinvolvement(PMC)SP2.2Managedependencies(PMC)SP2.3Resolvecoordinationissues(PMC)CSMCH-2252024/9/6NCKU-CMMIIntegrated Project Management (IPM)IPMSG3UsetheprojectsharedvisionforIPPDSP3.1EstablishtheProjectSharedVisionSP3.2EstablishtheIntegratedTermStruc

313、tureSP3.3AllocateRequirementstoIntegratedTeamsSP3.4EstablishIntegratedTeamsSP3.5EnsureCollaborationamongInterfacingTermsCSMCH-2262024/9/6NCKU-CMMIIntegratedProjectManagement-1V1.1SG1UsetheProjectsDefinedProcess1.1EstablishtheProjectsDefinedProcess1.2UseOrganizationalProcessAssetsforPlanningProjectAc

314、tivities1.3IntegratePlans1.4ManagetheProjectUsingtheIntegratedPlans1.5-ContributetotheOrganizationalProcessAssetsSG2CoordinateandCollaboratewithRelevantStakeholder2.1ManageStakeholderInvolvement2.2ManageDependencies2.3ResolveCoordinationIssuesSG1UsetheProjectsDefinedProcess1.1EstablishtheProjectsDef

315、inedProcess1.2UseOrganizationalProcessAssetsforPlanningProjectActivities1.3EstablishtheProjectsWorkEnvironment1.4IntegratePlans1.5ManagetheProjectUsingtheIntegratedPlans1.6-ContributetotheOrganizationalProcessAssetsSG2CoordinateandCollaboratewithRelevantStakeholder2.1ManageStakeholderInvolvement2.2M

316、anageDependencies2.3ResolveCoordinationIssuesV1.2NewCSMCH-2272024/9/6NCKU-CMMIIntegratedProjectManagement-2SG3ApplyIPPDPrinciples3.1EstablishtheProjectsSharedVision3.2EstablishIntegratedTeamStructurefortheProject3.3AllocateRequirementstoIntegratedTeams3.4EstablishIntegratedTeams3.5EstablishCoordinat

317、ionamongInterfacingTeamsV1.1SG3UsetheProjectsSharedVisionforIPPD3.1DefinetheProjectsSharedVisionContext3.2EstablishtheProjectsSharedVisionSG4OrganizeIntegratedTeamsforIPPD4.1DetermineIntegratedTeamStructurefortheProject4.2DevelopPreliminaryDistributionofRequirementstoIntegratedTeams4.3EstablishInteg

318、ratedTeamsV1.2ConsolidatedfromV1.1IntegratedTeamingPAConsolidatedfromV1.1IPMPASG3andSG4CSMCH-2282024/9/6NCKU-CMMIIntegratedProjectManagement-1SpecificGoalUsetheProjectsDefinedProcessSpecificPractice1.1EstablishtheProjectsDefinedProcess1.2UseOrganizationalProcessAssetsforPlanningProjectActivities1.3E

319、stablishtheProjectsWorkEnvironment1.4IntegratePlans1.5ManagetheProjectUsingtheIntegratedPlans1.6-ContributetotheOrganizationalProcessAssets.NewCSMCH-2292024/9/6NCKU-CMMIIntegrated Project Management (IPM)TailoringOrganizationalProcessesIPMbuildsonprojectPPandPMCAtLevel3,eachprojecttailorstheOrganiza

320、tionsStandardProcessforitsparticularneeds.Customizationtakesintoconsideration:Lifecycles,standards,procedures,etcThelessonslearnedanddatafrompreviousprojects.(Estimation)Eachprojectfeedsbackappropriatemeasurementdataanddocumentstotheorganizationforusebyfutureorotherprojects.CSMCH-2302024/9/6NCKU-CMM

321、IIntegrated Project Management (IPM)ProjectManagementEvolvesThedevelopmentplanisnowbasedontheprojectsdefinedortailoredprocess.Projectscanuseandshareprocessdataandlessonslearned.IntegratedProjectManagementistheevolutionofProjectPlanningandProjectMonitoringandControlprocessareas.CSMCH-2312024/9/6NCKU-

322、CMMIBarriers to Integrated Project ManagementLackofshareddatabase(OrganizationMeasurementRepository)tobeusedinsizeandcostestimatesEachprojectwantstotrackstatusintheirownwayLackofadocumentedmanagementprocessInadequatetailoringoforganizationalprocessLackofProcessAssetsLibraryCSMCH-2322024/9/6NCKU-CMMI

323、INTEGRATEDPROJECTMANAGEMENTGENERICGOAL3(CapabilityLevel2)THEPROCESSISINSTITUTIONALIZEDASADEFINEDPROCESSALLGENERICPRACTICES2.1EstablishanOrganizationalPolicy2.2PlantheProcess2.3ProvideResources2.4AssignResponsibility2.5TrainPeople2.6ManageConfigurations2.7Identify&InvolveRelevantStakeholders2.8Monito

324、r&ControltheProcess2.9ObjectivelyEvaluateAdherence2.10ReviewStatuswithHigher-LevelManagementPLUS3.1ESTABLISH&MAINTAINTHEDESCRIPTIONOFADEFINEDPROCESSFOREACHPA3.2COLLECTIMPROVEMENTINFORMATIONCSMCH-2332024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAIPMinvolves:1.Establishingtheprojectsdefinedproce

325、ssbytailoredtheORGsetofstandardprocesses(NotIPPD)2.Managingprojectusingtheprojectsdefinedprocess(NotIPPD)3.Establishingtheworkenvironmentfortheprojectbasedontheorganizationsworkenvironmentstandards4.Usingandcontributingtotheorg.processassets(NotIPPD)5.Enablingrelevantstakeholdersconcernstobeidentifi

326、ed,considered,and,whenappropriateaddressedduringthedevelopmentoftheproject(NotIPPD)6.Ensuringthattherelevantstakeholdersperformtheirtasksinacoordinatedandtimelymanner(NotIPPD)7.Establishingasharedversionbyandfortheproject(IPPD)8.Establishingintegratedteamsthataretaskedtoaccomplishtheobjectives(IPPD)

327、CSMCH-2342024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAKeyPointsRelatedProcessAreas1.PMCMoreinformationaboutmonitoringandcontrollingtheproject2.PPMoreinformationidentifyingrelevantstakeholdersandtheirappropriateinvolvementintheproject3.VERPeerreviews4.OPDORG.processassets5.OPFORGprocessneedsa

328、ndobjectives6.M&Adefingaprocessformeasuingandanalyzingtheprocess7.OPD+IPPDMoreinformationaboutcreatingtheorg.rulesandguidelinesforIPPDCSMCH-2352024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAKeyPointsSG1Usetheprojectdefinedprocess(Tailoredfromtheorg.setofstandardprocesses)Addressallprocessesnec

329、essarytoacquireordevelopandmaintaintheproductTheproductrelatedlifecycleprocesses,suchasthemanufacturingandsupportprocessesaredevelopedconcurrentlywiththeproductProjectdefinedprocess-definestheprojectswhichincludeallprocesses(ProcesElements)thataffecttheprojectAprojectdefinedprocessisbasedon:Customer

330、requirements,ProductandProductComponentrequirements,commitments,Org.processneedsandobjectives,operationalenvironment,businessenvironmentCSMCH-2362024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAKeyPointsSG1Usetheprojectdefinedprocess(Tailoredfromtheorg.setofstandardprocesses)SP1.1Establishthepro

331、jectsdefinedprocessfromprojectstartupthroughthelifeoftheprojectProjectStartupWhenasetofinterrelatedresourcesaredirectedtodevelopordeliveroneormoreproductsforacustomerorenduserAdefinedprocess:IsamanagedprocessIstailoredfromtheorganizationssetofstandardprocessesusingtailoringguidelinesHasamaintainedpr

332、ocessdescriptionContributesworkproducts,measuresandotherprocessimprovementinformationtotheorg.processassetsFormsthebasisofplanning,performing,andimprovingtheprojectstasksandactivitiesCSMCH-2372024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAKeyPointsSG1Usetheprojectdefinedprocess(Tailoredfromthe

333、org.setofstandardprocesses(OSP)SP1.1Establishtheprojectsdefinedprocess(DocumentinPEP)Steps:1.Selectalife-cyclemodelfromthoseavailablefromtheorganizationalprocessassets(OPA)AffecttheselectionoflifecyclemodelSize,staffexperience,cycletimeandacceptancedefeatlevels2.SelectthestandardprocessesfromtheOSPt

334、hatbestfittheneedsoftheproject3.TailortheSSPandotherOPAaccordingtothetailoringguidelinestoproducetheprojectsdefinedprocessSometinetheprojectwillbeunabletoproducerequiredworkproductsormeasurestoseekapproaltodeviateCSMCH-2382024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPASG1Usetheprojectdefinedpr

335、ocess(Tailoredfromtheorg.setofstandardprocesses(OSP)SP1.1Establishtheprojectsdefinedprocess(DocumentinPEP)Steps:4UseotherartifactsfromtheOPAlibraryasappropriate(lessons-learned,templates,estimatedmodel,.)5Documenttheprojectsdefinedprocesscoveralltheengineering,managementandsupportactivitiesforthepro

336、jectandinterfacestorelevantstakeholdersprojectactivitiesPP,RD,ReqM,DesignandImplementationV&V,PI,SAM,CM,QA6ConductPeerreviewsWPTheprojectsdefinedprocessCSMCH-2392024/9/6NCKU-CMMIKeyPointDifferentforML2andML3GP3.1-E&MthedescriptionofdefinedprocessEstablishthedefinedprocessbytailoringtheselectedproces

337、sesaccordingtotheorganizationstailoringguidelines1.SelectfromtheOrg.setofstandardprocessesthoseprocessesthatcovertheprocessareaandbestmeettheneedsofprojectororganizationalfunction2.Tailoringguidelinestailortheprocess3.Ensurethattheorganizationsprocessobjectivesareappropriatelyaddressesinthedefinedpr

338、ocess4.Documentthedefinedprocessesandrecordsofthetailoring5.RevisethedescriptionofthedefinedprocessasnecessaryGP3.1andPArelationshipIPMSP1.1E&MtheprojectsdefinedprocesscanimplementGP3.1orallprojectrelatedPAorallprocesses,notjust-projectrelatedprocesses,theOPDestablishestheORGprocessassetsneededtoimp

339、lementGP3.1CSMCH-2402024/9/6NCKU-CMMIExample:ProjectDefinedProcessChecklistExample:ProjectDefinedProcessChecklistCSMCH-2412024/9/6NCKU-CMMIMaintenancePhasesMaintenance PlanningMaintain Reqts Baseline需求變更需求變更需求變更需求變更Functions Functions ChangeChange需求分析需求分析選擇技術解決方案選擇技術解決方案軟體設計軟體設計Manage ChangesCoding

340、and Testing產品整合產品整合Integration and TestingDelivery and Certify ProductOnsite ServiceReqts ManagementBugs Bugs FixingFixingCSMCH-2422024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPASG1Usetheprojectdefinedprocess(Tailoredfromtheorg.setofstandardprocesses(OSP)SP1.2UseORG.processassets(OPA)forplanni

341、ngprojectactivitiesUsetheOPAandmeasurementrepository(Historicaldataandsimilarprojects)forestimatingandplanningtheprojectsactivities(OPDPALandOMR)Steps:1.UsethetasksandworkproductsoftheprojectsdefinedprocessasabasisforestimatingandplanningontheprojectactivitiesCSMCH-2432024/9/6NCKU-CMMIIntegratedProj

342、ectManagementforIPPDPASG1Usetheprojectdefinedprocess(Tailoredfromtheorg.setofstandardprocesses(OSP)SP1.2UseORG.processassets(OPA)forplanningprojectactivities2.Usetheorg.measurementrepository(OMR)inestimatingtheprojectsplanningparametersEstimatehistoricaldata,similaritiesprojectExampleofparameters(Si

343、milarities)workproductandtaskattribute,applicationdomain,designapproach,operationalenvironment,peopleexperienceDatacontainedinmeasurementrepositorysize,effort,cost,schedule,staffing,defeats,responsetime,servicecapacity,supplierperformanceWPProjectestimatesandProjectsPlans(PEPWBS)CSMCH-2442024/9/6NCK

344、U-CMMIIntegratedProjectManagementforIPPDPASG1UsetheprojectdefinedprocessSP1.3EstablishtheprojectsworkenvironmentTheprojectworkenvironment:prisesaninfrastructureoffacilities,tools,andequipmentthatpeopleneedtoperformtheirjobseffectivelyinsupportofbusinessandprojectobjectives2.Encompassenvironmentsforp

345、roductintegration,verification,andvalidationortheymightbeseparateenvironment3.UseOPDORG.WorkEnvironmentStandards4.RefertotheestablishthePIenvironmentfortheproject5.RefertotheestablishtheVERenvironmentfortheproject6.RefertotheestablishtheVALenvironmentfortheprojectCSMCH-2452024/9/6NCKU-CMMIIntegrated

346、ProjectManagementforIPPDPASG1UsetheprojectdefinedprocessSP1.3EstablishtheprojectsworkenvironmentSteps:1.Plan,design,andinstallaworkenvironmentfortheprojectMaketradeoffsamongperformance,costandrisksEx.Equipmentandtoolofficesoftware,decisionsupportsoftware,projectmangementtool,requirementsmanagementto

347、ol,designtools,CMtools,evaluationtool,test/evaluationequipment2.ProvideongoingmaintenanceandoperationalsupportfortheprojectworkenvironmentCapabilitybyinsidetheorg.orhiredfromoutsidetheorg.3.MaintainthequalificationofthecomponentsoftheprojectworkenvironmentComponentsincludesoftware,databases,hardware

348、,tools,testequipmentandappropriatedocumentationQualoficationofsoftwareincludecertifications,QualificationofhardwareandtestequipmentincludecalibrationandadjustmentrecordsandtraceabilitytocalibrationstandardsCSMCH-2462024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPASG1UsetheprojectdefinedprocessSP

349、1.3EstablishtheprojectsworkenvironmentSteps:4.Periodicallyreviewhowwelltheworkenvironmentismeetingtheprojectneedsandsupportingcollaboration,andtakeactionasappropriateaddingnewtools,networks,equipment,training,andsupportTWP:1.Equipmentandtoolsfortheproject2.Supportdocumentationfortheprojectworkenviro

350、nment3.Usersurveyandresults4.UsageperformanceandmaintenancerecordsCSMCH-2472024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPASG1Usetheprojectdefinedprocess(Tailoredfromtheorg.setofstandardprocesses(OSP)SP1.4IntegrateplansThedevelopmentoftheprojectplanshouldaccountforcurrentandprojectedneeds,objec

351、tives,andrequirementsoftheorg.,customer,suppliersandendusersAddressaditionalplanningactivitiessuchasincorporatingtheprojectdefinedprocessusingorg.processassets,incorporatingplanstopeerreviewsDifferencebetweenIPMandPPistheIPMismoreproactiveincoordinatingwithrelevantstakeholdersCSMCH-2482024/9/6NCKU-C

352、MMIIntegratedProjectManagementforIPPDPASG1Usetheprojectdefinedprocess(Tailoredfromtheorg.setofstandardprocesses(OSP)SP1.4IntegrateplansIPPDiterativeeffortifacomplex,multi-layered,integratedstructureisbeingdevelopedSuppliersourcingTheplansforintegratedsuppliermanagementSteps:1.Integrateotherplansthat

353、affecttheprojectwiththeprojectplanEX.QA,CM,MA,CM,PMC,ReqM,Ver,VALPeerReviewetc2.Incorporateintotheprojectplanthedefinitionofmeasuresandmeasureactivitiesformanagingtheproject-Org.Commonsetofmeasure,projectspecificmeasure3.Identifyandanalyzeproductandprojectinterfacerisksex.Incompleteinterfacedescript

354、ion,tools,inadequateorineffectiveteaminterfacesCSMCH-2492024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAKeyPointsSG1Usetheprojectdefinedprocess(Tailoredfromtheorg.setofstandardprocesses(OSP)SP1.4IntegrateplansSteps:4.Schedulethetasks-factorsconsideredSizeandcomplexity,I&Tissues,resources,keyper

355、son,.etc5.Incorporatetheplansforperformingpeerreviews6.Incorporatethetrainingneeded7.EstablishobjectiveentryandexitcriteriafortheinitiationandcompletionofthetaskdescribedintheWBS8.Compatiblewiththeplansofrelevantstakeholderandintegratedsuppliermanagement(SS)9.Identifyhowconflictswillberesolvedthatar

356、iseamongrelevantstakeholderWPIntegratedPlans(PEP+subPlans)CSMCH-2502024/9/6NCKU-CMMIProjectPlanningProjectPlanningAccesshistoricaldatafromIEIorganizationalprocessassetstoworkoutplanningparametersandprojectactivitiesApplyPPMStooltogenerateWBSWorkproductandtaskattributesEffortandcostScheduleKMe-Docume

357、ntprovidedLessonslearnedExamplesIEIlifecycletemplatesDocumentstakeholdersinvolvement,dependencies,estimatesandprojectactivitiesinPEPTheprojectdefinedprocessandtheverificationandvalidationplanarekeyimprovementstoPEPCSMCH-2512024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAKeyPointsSG1Usetheprojec

358、tdefinedprocess(Tailoredfromtheorg.setofstandardprocesses(OSP)(withoutIPPD)SP1.5Managetheprojectusingtheintegratedplans(PMC)Steps:1.ImplementtheprojectsprojectdefinedprocessusingtheORGprocessassetlibraryex.Uselessonslearned,useartifacts2.Monitorandcontroltheprojectsactivitiesandworkproductsusingthep

359、rojectsdefinedprocess,projectplanandotheplans3.Obtainandanalyzetheselectedmeasurestomanagetheprojectandsupporttheorgsneeds4.Reviewtheadequacyoftheenvironmenttomeettheprojectneedsandthesupportcoordination5.ReviewandalignwiththecustomersandendusersWPIntegratedPlans,workproductscreatedbyperformedthepro

360、jectsdefinedprocessCSMCH-2522024/9/6NCKU-CMMIProjectMonitor&ControlProjectMonitor&ControlUsetoolssuchasPPMS,PVCS,MIS.tomonitortheprojectactivitiesMonitor“actual”andprogressdataofScheduleEffortCostProductsizeMetricscollectionMajormilestonetrackingMonitorrisksKMe-meetingprovidesminutesofPMCreviewandSE

361、PGreviewManageissues,actionitemsManagedependenciesTrackonworkassignmentsCSMCH-2532024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPASG1Usetheprojectdefinedprocess(Tailoredfromtheorg.setofstandardprocesses(OSP)(WithoutIPPD)SP1.6Contributetotheorg.processassets(OPA)(GP3.2)Contributeworkproduct,measu

362、res,experiencestotheOPASteps:1.Proposeimprovementstotheorganizationalprocessassets2.Storeprocessandproductmeasuresintheorg.measurementrepository3.Submitdocumentationforpossibleinclusionintheorg.processassetlibrary4.Addlessonslearnedintheorg.processassetlibrary5.Provideprocessartifactsassociatedwitht

363、ailoringandimplementingtheoRG.setofstandardprocessesinsupportoftheorg.processmonitoringactivities(GP2.8)WPProposedimprovementstotheorg.processassets,ActualprocessandproductmeasurescollectedfromtheprojectCSMCH-2542024/9/6NCKU-CMMICSMCH-2552024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAKeyPoints

364、SG2Coordinateandcollaborationwithrelevantstakeholder(WithoutIPPD)SP2.1Managestakeholderinvolvement(RelatedPEPStakeholderInvolvementPlan)1.Coordinatewithrelevantstakeholderswhoshouldparticipatetheprojectsactivities(Identifyintheprojectplan)2.Ensuretheworkproduct-commitmentsmeettherequirementsoftherec

365、ipientprojects(VER-PeerReview)3.Developrecommendationsandcoordinatetheactionstoresolvedtheproblemswithrequirements,componentarchitectureanddesignWPAgendaandschedulesforcollaborateactivities,issues,recommendationforresolvingrelevantstakeholderissuesCSMCH-2562024/9/6NCKU-CMMIProductivityl10:1differenc

366、eintheperformanceofprogrammers(perhapsmore)l200:1differenceintheperformanceofteamsCSMCH-2572024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAKeyPointsSG2CoordinateandcollaborationwithrelevantstakeholderSP2.2Managedependencies(PEP,PMC)Withrelevantstakeholdertoidentify,negotiate,andtrackcriticaldep

367、endencies(Q-Dept.Response,CentralDataBase,Pre-Track)Steps:1.Conductreviewswithrelevantstakeholders2.Identifyeachcriticaldependencies3.Identifyneeddatesandplandatesforeachcriticaldependenciesbasedontheprojectschedule4.Reviewandgetagreementonthecommitmentstoaddresseachcriticaldependencies5.Documentthe

368、criticaldependenciesandcommitments6.TracktheprogressandtakecorrectiveactionasappropriateWPCriticaldependences,defeats,issuesandactionitemsresultingfromreviewwithrelevantstakeholdersCSMCH-2582024/9/6NCKU-CMMIDependenciesDependenciesCSMCH-2592024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAKeyPoin

369、tsSG2CoordinateandcollaborationwithrelevantstakeholderSP2.3Resolvecoordinationissueswithrelevantstakeholders(PMC)Steps:1.IdentifyanddocumentissuesEx.Latercriticaldependenciesandcommitments,product-levelproblems,etc2.Communicateissuestotherelevantstakeholders3.Resolvetheissueswiththerelevantstakehold

370、ers4.Escalatetothehighermanagersforissuesnotresolvable5.TracktheissuestoclosureWPRelevantstakeholderscoordinationissuesRemark:SG1andSG2arenotIPPD,SG3requiredforIPPDCSMCH-2602024/9/6NCKU-CMMIIPM TailoringOrganizationalProcessesIPMbuildsonprojectPPandPMCAtLevel3,eachprojecttailorstheOSSPforitsparticul

371、arneeds.Customizationtakesintoconsideration:Lifecycles,standards,procedures,etcThelessonslearnedanddatafrompreviousprojects.(Estimation)Eachprojectfeedsbackappropriatemeasurementdataanddocumentstotheorganizationforusebyfutureorotherprojects.CSMCH-2612024/9/6NCKU-CMMIIPM ProjectManagementEvolvesThede

372、velopmentplanisnowbasedontheprojectsdefinedortailoredprocess.Projectscanuseandshareprocessdataandlessonslearned.IPMistheevolutionofPPandPMCPA.CSMCH-2622024/9/6NCKU-CMMIIPM-PP-PMC 三位一體三位一體 IPMPP PMCSG 1 Use the Projects Defined Process SP 1.1 Establish the Projects Defined ProcessSP 1.2 Use OPA for P

373、lanning Project ActivitiesSP 1.3 Integrate PlansSP 1.4 Manage the Project Using the Integrated PlansSP 1.5 Contribute to the OPASG 2 Coordinate and Collaborate with Relevant Stakeholders SP 2.1 Manage Stakeholder InvolvementSP 2.2 Manage DependenciesSP 2.3 Resolve Coordination IssuesSG 1 Establish E

374、stimates SP 1.1 Estimate the Scope of the ProjectSP 1.2 Establish Estimates of Work Product and Task AttributesSP 1.3 Define Project Life CycleSP 1.4 Determine Estimates of Effort & CostSG 2 Develop a Project Plan SP 2.1 Establish the Budget and ScheduleSP 2.2 Identify Project RisksSP 2.3 Plan for D

375、ata ManagementSP 2.4 Plan for Project ResourcesSP 2.5 Plan for Needed Knowledge and SkillsSP 2.6 Plan Stakeholder InvolvementSP 2.7 Establish the Project PlanSG 3 Obtain Commitment to the Plan SP 3.1 Review Plans that Affect the ProjectSP 3.2 Reconcile Work and Resource LevelsSP 3.3 Obtain Plan Comm

376、itmentSG 1 Monitor Project Against Plan SP 1.1Monitor Project Planning ParametersSP 1.2Monitor CommitmentsSP 1.3Monitor Project RisksSP 1.4Monitor Data ManagementSP 1.5Monitor Stakeholder InvolvementSP 1.6Conduct Progress ReviewsSP 1.7Conduct Milestone ReviewsSG 2 Manage Corrective Action to Closure

377、 SP 2.1Analyze IssuesSP 2.2Take Corrective ActionSP 2.3Manage Corrective ActionCSMCH-2632024/9/6NCKU-CMMIPP-IPM in one diagramCSMCH-2642024/9/6NCKU-CMMIPP-IPM vs. Life Cycle Phase(以以waterfall為例為例)流程元件客戶需求分析合約規劃系統需求分析工作案規劃系統設計系統製作單元測試整合測試驗收交付PP100建立工作案估建立工作案估計值計值PP200發展工作案計發展工作案計畫畫PP300審查與承諾工審查與承諾工作案

378、整合計畫作案整合計畫IPM100建立工作案定建立工作案定義流程義流程IPM200使用組織流程使用組織流程資產調整工作資產調整工作案估計值案估計值IPM300整合工作案計整合工作案計畫畫IPM400使用整合計畫使用整合計畫進行工作案管進行工作案管理理IPM500管理相關關鍵管理相關關鍵人員協同合作人員協同合作IPM600回饋工作案資回饋工作案資產至組織流程產至組織流程資產資產IPM700工作案結案工作案結案CSMCH-2652024/9/6NCKU-CMMI工作案整合計畫書章節工作案整合計畫書章節章1. 工作案總論1. 參考資料3.定義及術語說明4.工作案已定義流程與里程碑5.分工結構與估計6.

379、管理類流程規劃7.工程類流程規劃8.支援類流程規劃附錄A.工作案已已定義流程元件列表附錄B.供應商協議管理計畫附錄C.其他計畫()CSMCH-2662024/9/6NCKU-CMMICSMCH-2672024/9/6NCKU-CMMICSMCH-2682024/9/6NCKU-CMMIIPPDOverviewOrganizationalFocusProjectFocusOrganizationalProcessDefinition+IPPDSG2IntegratedProjectManagement+IPPDSG3CSMCH-2692024/9/6NCKU-CMMIIntegratedProj

380、ectManagementforIPPDPAKeyPointsTheestablishmentofasharedvisionfortheprojectandateamstructureforintegratedteamsthatwillcarryouttheobjectivesoftheprojectSharedvisionacommonunderstandingofguidingprinciplesincludingmission,objectives,expectedbehavior,value,andfinaloutcomes,whicharedevelopedandusedbyagro

381、up,suchasanorganization,project,orteamCreatingasharedvisionrequiresthatallpeopleinthegrouphaveanopportunitytospeakandbeheardaboutwhatreallymatterstothemCSMCH-2702024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAKeyPointsSG3ApplyIPPDPrinciplesCreateanIPPDenvironmentthatenablesintegratedteamstoeffe

382、ctivelymeettheprojectsrequirementsandproduceaqualityproductSharedvisionacommonunderstandingofguidingprinciplesincludingmission,objectives,expectedbehavior,value,andfinaloutcomes,whicharedevelopedandusedbyagroup,suchasanorganization,project,orteam.Creatingasharedvisionrequiresthatallpeopleinthegrouph

383、aveanopportunitytospeakandbeheardaboutwhatreallymatterstothemThevalueofasharedvisionisthatpeopleunderstandandcanadoptitsprinciplestoguidetheiractionsanddecisionsToachieveaunityofpurposeRemark:NeedcreatesharedvisionforyourprojectwithorwithoutIPPDCSMCH-2712024/9/6NCKU-CMMIIntegratedProjectManagementfo

384、rIPPDPAKeyPointsSG3ApplyIPPDPrinciplesSP3.1EstablishtheprojectssharedvisionProjectactivitiescanbecoordinatedandshouldthefollowing:1.Theinterfacesbetweentheprojectandstakeholderexternaltotheproject2.Theobjectivesandexpectationsofallrelevantstakeholders(internalandexternal)3.Conditionswithinwhichthepr

385、ojectmustoperateToensurethattheprojectsdirectionandactivitiesareconsistentwiththebroaderobjectivesoftheorganizationTheprojectsharedvisioncontexthasbothanexternalandinternalaspect:1.Externalaspect-todowiththeoverlyingvisionandobjectivesaswellasinterfacesoutsidetheproject2.Internalaspectaligningprojec

386、tmemberspersonalaspirationandobjectiveswiththeprojectsvisionandpurposeCSMCH-2722024/9/6NCKU-CMMICaseExample#1-NASA 1. From 1992 - 1994 Every Employee Have Attended Total Quality Management (TQM) Workshop, Very Basic Training* Example: JPL 9000 Workforce Every Employee Should Attend TQM Workshop 25 p

387、er training section, Take one year trainingEach Employee Develop Personal Quality PlanBringing Quality Improvement into your day-to-day Work Life, and a Plan for Overcoming the Obstacles that Get In Your Way CSMCH-2732024/9/6NCKU-CMMICaseExample#1-NASAPublished Vision, Mission, Values and Strategic

388、Goals* Calls for Upper Management to Establish a Common Vision and Mission, with underlying Values and Targeted Strategic Goals for the Organization.2. From 1995 - 1996CSMCH-2742024/9/6NCKU-CMMICaseExample#1-NASANASAStrategicPlan(2/95)-Vision,MissionandGoalsNASAStrategicPlan(2/95)-Vision,MissionandG

389、oals Cheaper,Better,andFasterCheaper,Better,andFasterACampaigntoStreamlineNASAs12CentersinOrdertoACampaigntoStreamlineNASAs12CentersinOrdertoProtectScientificProgramsfromDecliningBudgetsProtectScientificProgramsfromDecliningBudgets NASAAdvisoryCouncil(BradfordParkinson,NASAAdvisoryCouncil(BradfordPa

390、rkinson,StandfordStandfordUniversity)-University)-HowtoHowtoImprovrImprovrNASAOperations(2/95)NASAOperations(2/95)*WithoutCuttingintoPrograms(MeettheNASAVision),Cut*WithoutCuttingintoPrograms(MeettheNASAVision),CutAnnualBudget$1Billion,to13.3Billionby2000AnnualBudget$1Billion,to13.3Billionby2000*Cut

391、tingEdgeofScienceandTechnologyintothe21Century-*CuttingEdgeofScienceandTechnologyintothe21Century-TakeAdvantageofTechnologicalAdvancesTakeAdvantageofTechnologicalAdvances*RoomtoEliminatealotmoreUnnecessaryThingthatWeDo-*RoomtoEliminatealotmoreUnnecessaryThingthatWeDo-NASACenter,JSC,JPL,.NASACenter,J

392、SC,JPL,.CSMCH-2752024/9/6NCKU-CMMIVisionExpandingthefrontiersofspacetoenrichknowledgeandbenefithumanityMissionConductchallengingroboticsspacemissionsforNASAExploreoursolarsystemExpandourknowledgeoftheuniverseFurtherourunderstandingofEarthfromtheperspectiveofspacePavethewayforhumanexplorationApplyour

393、specialcapabilitiestotechnicalandscientificproblemsofnationalsignificanceValuesOpenness:ofourpeopleandourprocesses.WEusecandidcommunicationtoensurebetterresultsIntegrity:oftheindividualandtheinstitution.WevaluehonestyandtrustinthewaywetreatoneanotherandinthewaywemeetourcommitmentsQuality:ofourproduc

394、tsandourpeople.WepursueourvisionandcarryoutourmissionwithacommitmenttoexcellenceinbothwhatwedoandhowwedoitInnovation:inourprocessesandproducts.WevalueemployeecreativityinaccomplishingtasksJPLStrategicPlan-Vision,Mission,andGoalsJPLStrategicPlan-Vision,Mission,andGoalsCase-ExampleNASACSMCH-2762024/9/

395、6NCKU-CMMICaseExample#1-NASAProcess Action Teams for Process Improvement (Reengineering) * Emphasizing the Management of Business Processes Rather than People* !00 Process Action Teams (PAT)* Building Enterprise Information Systems (EIS) - * Building Enterprise Information Systems (EIS) - Maximize u

396、sing Information TechnologyMaximize using Information Technology3. From 1995 - 1998CSMCH-2772024/9/6NCKU-CMMIChallengeIsToFindNew,Less-Expensive,ShorterLifeCyclesChallengeIsToFindNew,Less-Expensive,ShorterLifeCyclesApproachesToSpaceExplorationThatWillContinueToExpandTheApproachesToSpaceExplorationTh

397、atWillContinueToExpandTheFrontiersOfSpaceAndInspireTheWorldFrontiersOfSpaceAndInspireTheWorldSetUpmanyProcessActionandReengineeringTeamsSetUpmanyProcessActionandReengineeringTeams TheRadicalChangeOfTheInformationSystemsInThreeAreas:TheRadicalChangeOfTheInformationSystemsInThreeAreas:*RapidDevelopmen

398、tMethodology*RapidDevelopmentMethodology*NewInformationSystemsInfrastructuredesign*NewInformationSystemsInfrastructuredesignNewSoftwareNewSoftwareReUseReUse*WorkforceDownsizingandSkillsMixDecisions-*WorkforceDownsizingandSkillsMixDecisions-FromFYFromFY929000,FY95-7000employeetoFY00-5000929000,FY95-7

399、000employeetoFY00-5000*EmployeesPerformanceContributions-CustomerInputs*EmployeesPerformanceContributions-CustomerInputs(Promotion?)(Promotion?)*ReduceHalfDevelopmentCycleTimeandHalfCost*ReduceHalfDevelopmentCycleTimeandHalfCostCase-ExampleNASACSMCH-2782024/9/6NCKU-CMMIFAA1996FAAStrategicPlan-Vision

400、,MissionandValues1996FAAStrategicPlan-Vision,MissionandValuesFAAVisionFAAVision*ToProvidethe*ToProvidetheSafestSafest,mostEfficientandResponsiveAviationSystemintheWorld,mostEfficientandResponsiveAviationSystemintheWorldandtobethebestFederalEmployer,ContinuouslyImprovingServicetoandtobethebestFederal

401、Employer,ContinuouslyImprovingServicetoCustomersandEmployees.CustomersandEmployees.FAAMissionFAAMission*FAAProvidesa*FAAProvidesaSafe,SecureSafe,Secure,andEfficientGlobalAviationSystemwhich,andEfficientGlobalAviationSystemwhichContributestoNationalSecurityandthePromotionofU.S.AviationContributestoNa

402、tionalSecurityandthePromotionofU.S.Aviation*AstheLeadingAuthorityintheInternationalAviationCommunity,We*AstheLeadingAuthorityintheInternationalAviationCommunity,WeareresponsivetotheDynamicNatureofCustomerNeeds,EconomicConditions,areresponsivetotheDynamicNatureofCustomerNeeds,EconomicConditions,andEn

403、vironmentalConcerns.andEnvironmentalConcerns.FAAValuesFAAValues * Our values are deeply rooted attributes in the FAA culture *TrustResponsiveness,IntegrityQuality,HonestyTimeliness,Involvement*TrustResponsiveness,IntegrityQuality,HonestyTimeliness,InvolvementFiscalResponsibilityFiscalResponsibility*

404、TeamworkAccountability,DiversityCommunication,Respect*TeamworkAccountability,DiversityCommunication,RespectCSMCH-2792024/9/6NCKU-CMMI* *FAAsStrategicGoalsandObjectives(1996-)FAAsStrategicGoalsandObjectives(1996-)Goal1:SystemGoal1:SystemSafetySafety-ZeroAccidents.Eliminateaccidentsandincidentsinaviat

405、ionand-ZeroAccidents.Eliminateaccidentsandincidentsinaviationandprotectpublicsafetyandpropertyinspacetransportationsystemsbytargetingtheprotectpublicsafetyandpropertyinspacetransportationsystemsbytargetingthemostcriticalareas.mostcriticalareas.Goal2:Goal2:SecuritySecurity-ZeroIncidents.Eliminatesecu

406、rityincidentsintheaviationsystem.-ZeroIncidents.Eliminatesecurityincidentsintheaviationsystem.Goal3:Goal3:HumanFactorsHumanFactorsSafety-ZeroAccidents.Safety-ZeroAccidents.Goal4:MeettheGoal4:Meetthesystemcapacitysystemcapacityneedsforairandspacetransportationsafelyandneedsforairandspacetransportatio

407、nsafelyandefficientlythroughnear-teamactionstargetedatspecificproblemsandalong-teamefficientlythroughnear-teamactionstargetedatspecificproblemsandalong-teamcomprehensiveprogramofresearch,planning,prehensiveprogramofresearch,planning,andinvestmentmatchinguserneeds.Goal5:Goal5:IndustryVitalityIndustry

408、Vitality.Promoteactive,vital,andefficientaviationandspace.Promoteactive,vital,andefficientaviationandspacetransportationindustries.transportationindustries.Goal6:Goal6:GlobalLeadershipGlobalLeadership.Achievesafe,secure,andefficientglobalairandspace.Achievesafe,secure,andefficientglobalairandspacetr

409、ansportationsystemsbypromotingtransportationsystemsbypromotinginternationinternationcooperationandharmonization.cooperationandharmonization.Goal7:Goal7:EnvironmentalEnvironmentalResponsibility.ProvidestrongleadershipregardingtheResponsibility.Providestrongleadershipregardingtheenvirinmentalenvirinme

410、ntalimpactsofaviationandcommercialspacetransportation.impactsofaviationandcommercialspacetransportation.Goal8:Goal8:BusinessPracticesBusinessPractices.Manageresourcesandinvestmentstocontrolcostsandincrease.Manageresourcesandinvestmentstocontrolcostsandincreaseproductivity,efficiency,andeffectiveness

411、,whilepromotingsafetyandcustomerservice.productivity,efficiency,andeffectiveness,whilepromotingsafetyandcustomerservice.Goal9:TheGoal9:TheFAAWorkplaceFAAWorkplacewill:Berespectfulofemployees,Encourageallemployeestowill:Berespectfulofemployees,Encourageallemployeestocontributeandperformattheirfullpot

412、entialandproductivitylevel,Supportinnovation,contributeandperformattheirfullpotentialandproductivitylevel,Supportinnovation,risk-taking,andcollaborativeproblemsolving,andbediverserisk-taking,andcollaborativeproblemsolving,andbediverseGoal10:EstablishandmaintainmutuallinesofGoal10:Establishandmaintai

413、nmutuallinesofcommunicationcommunicationwiththepublicandwithwiththepublicandwithemployeestopromoteunderstanding,awareness,andcooperationandtoservetheemployeestopromoteunderstanding,awareness,andcooperationandtoservetheinterestsofthetravelingpublicinterestsofthetravelingpublicFAACSMCH-2802024/9/6NCKU

414、-CMMIDeclaration of CAA Reengineering“WethepeopleoftheCivilAeronauticsAdministration(CAA),MOTC,inordertoformamoreperfectadministration,arecommittedtodevelopingacustomer-focused,team-basedalliancebetweenourdivisionstoprovidebest-practiceservicestoallROCpersonnel.Thiscross-functionalteaminginitiativew

415、illbeimplementedatallCAAfunctionallevelsacrossourdivisionsandwillleadtomoreeffectiveprocessesanduseofresources.Itwillbesupportedbynewprocessesandtechnicalcapabilitiestobeintroducedbyreengineeringsolutions.ThegoalofreengineeringwillbetobettercontributetoachievingCAAsstrategicgoalsbydeliveringaviation

416、systemsafety-zeroaccidents,on-time,high-qualityproductsandservicestoourcustomers.”Dr.Chaw-KweiHungNovember,1997CSMCH-2812024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAKeyPointsSG3ApplyIPPDPrinciplesSP3.1EstablishtheprojectssharedvisionWhencreatingasharedmission,consider:1.Externalstakeholderex

417、pectationsandrequirements2.Theaspirationsandexpectationsoftheprojectleader,teamleadersandteammembers3.Theprojectsobjectives4.Theconditionsandoutcomestheprojectwillcreate5.Interfacestheprojectneedstomaintain6.Thevisionscreatebyinterfacinggroups7.theconstrainsimposedbyoutsideauthorizedsuchasenvironmen

418、talregulations8.Projectoperationwhileworkingtoachiveitsobjectives(principlesandbehaviors)EffectivecommunicationsCSMCH-2822024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAKeyPointsSG3ApplyIPPDprinciplesSP3.1EstablishtheprojectssharedvisionSteps:1.Articulatetheprojectssharedvisionintermsofpurposeo

419、rmission,visionvaluesandobjectives2.Reachconsensusontheprojectssharedvision3.Establishastrategytocommunicatetheprojectsharedvisionbothexternallyandinternally4.Createpresentationssuitableforthevariousaudiencesthatneedtobeinformedabouttheprojectssharedvision5.Ensuretheprojectandindividualactivitiesand

420、tasksareallignedwiththeprojecssharedvisionWPDocumentsharedvision,Communicationstrategy,org.expectationandmemberspersonalaspirationCSMCH-2832024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAKeyPointsSG3ApplyIPPDprinciplesSP3.2establishtheintegratedteamstructurefortheproject(meettheprojectobjective

421、sandconstraints)TocreateanintegratedteamstructurethatwillefficientlytomeettheprojectrequirementsandproduceaqualityproductIntegratedTeamisnotequaltoSystemintegrationteamRequirements,cost,schedule,risk,resourceprojections,businessprocesses,theprojectdefinedprocess,andorg.StructureandGuidelinesareevalu

422、atedtoestablishthebasisfordefinedintegratedteamsandtheirresponsibilities,authorities,andinterrelationshipsIntegratedteamstructureWBSwork-product-orientedhierarchyCSMCH-2842024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPASG3ApplyIPPDprinciplesSP3.2establishtheintegratedteamstructurefortheproject(

423、meettheprojectobjectivesandconstraints)Steps:1.Establishanintegratedteamstructure.Itdependon:AnassessmentofproductriskandcomplexityLocationandtypeofrisksIntegrationrisksinterfacesandinter-teamcommunicationResourceavailabilityofappropriatelyskillpeopleEffectivesonteamsizeforeffectivecollaborationNeed

424、forteammembershipofstakeholdersexternaltotheprojectBusinessprocessesOrganizationalstructureDevelopanunderstandingoftheorg.sharedvision,theprojectsharedvision,andtheorg.standprocessesandorg.processassetsapplicabletoteamsandteamstructureCSMCH-2852024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAKey

425、PointsSG3ApplyIPPDprinciplesSP3.2establishtheintegratedteamstructurefortheproject(meettheprojectobjectivesandconstraints)Steps:2.Periodicallyevaluateandmodifytheintegratedteamstructuretobestmeetprojectneeds.EvaluateandselectanintegratedstructureTheintegratedteamstructurethatmeetstheobjectivessubject

426、totheconstraintsoftime,moneyandpeopleiscollaboratelyevaluatedandselectedfromthealternativeintegratedteamstructureWPIntegratedteamstructurebasedonWBSandadaptation,AssessmentsoftheproductandproductarchitecturesincludingriskandcomplexityCSMCH-2862024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAKeyP

427、ointsSG3ApplyIPPDprinciplesSP3.3Allocaterequirements(responsibilities,authorities,tasks,interface)tointegratedteamTheallocationofrequirementstointegratedteamisdonebeforeanyteamsareformedSteps:1.Allocatethetasks,responsibilityandworkproductstobedeliveredandtheassociatedrequirementsandinterfacestothea

428、ppropriateintegratedteams2.CheckthedistributionofrequirementsandinterfacescoversallspecifiedproductrequirementsandotherrequirementsCSMCH-2872024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAKeyPointsSG3ApplyIPPDprinciplesSP3.3Allocaterequirements(responsibilities,authorities,tasks,interface)toint

429、egratedteamSteps:3.DesignatethesponsorforeachintegratedteamAnintegratedteamsponsorisateammanager,TeamM&C,amanagermaysponsoronetomanyteamsWP-Responsibilitiesallocatedtoeachintegratedteam,Listofintegratedteamsponsors,WorkproductrequirementstechnicalinterfacesCSMCH-2882024/9/6NCKU-CMMIIntegratedProject

430、ManagementforIPPDPAKeyPointsSG3ApplyIPPDprinciplesSP3.4EstablishintegratedteamsRefertoOPD+IPPDestablishingorganizationrulesandguidelinesforstrucingandformingintegratedteamsStructureshouldbecontinuouslymonitoredtodetectmalfunctions,mismanagedinterfaces,andmismatchesoftheworktostaffCorrectiveactionssh

431、ouldbetaken,Steps:1.Choosealeaderforeachintegratedteam.2.Allocateadequateresourcestoeachintegratedteam3.ChartereachintegratedteamHowassignmentsareaccepted,howresourcesandinputsareaccessed,Howworkgetdone,Whochecksandreviewwork,Howworkisapproved,HowworkisdeliveredandcommunicatedCSMCH-2892024/9/6NCKU-C

432、MMIIntegratedProjectManagementforIPPDPAKeyPointsSG3ApplyIPPDprinciplesSP3.4EstablishintegratedteamsSteps:4.Reviewthecompositionofanintegratedteamanditsplaceintheintegratedteamstructurewhenitsteamleaderchangesororanothersignificantchangeofmembershipoccurs5.Reviewthecompositionofateamanditstaskingwhen

433、achangeinteamresponsibilityoccurs6.ManagetheoverallperformanceoftheteamsWPNewintegratedstructure,responsibilityandauthorities,requirementsallocatedtoeachintegratedteam,.etcCSMCH-2902024/9/6NCKU-CMMIIntegratedProjectManagementforIPPDPAKeyPointsSG3ApplyIPPDprinciplesSP3.5EnsureCollaborateamonginterfac

434、ingteamsCoordinatingandcollaboratingwithrelevantstakeholdersThecollaborationmaybeaccomplishedusingICWGSteps:1.Collaborativelyestablishandmaintaintheworkproductownershipboundariesamonginterfacingteamswithintheprojectororganization2.Collaborativelyestablishandmaintaininterfacesandprocessesamonginterfa

435、cingteamsfortheexchangeofinputs,outputsorworkproducts3.Collaborativelydevelop,communicate,anddistributeamonginterfacingteamsthecommitmentlistsandworkplansthatarerelatedtotheworkproductorteaminterfacesWPTeamworkplan,workproductandownershipagreements,commitmentlistsCSMCH-2912024/9/6NCKU-CMMIIntegrated

436、ProjectManagementforIPPDPAKeyPointsGP2.5TrainPeopleBuildingtheprojectsharedvision,TeamBuildingGP2.6manageconfigurationsProjecssharedvision,integratedteamstructure,integratedteamcharterGP2.7StackholdersCreatingtheprojectssharedvision,Definedtheintegratedteamstructurefortheproject,GP2.8M&CTheprocessPr

437、ojectssharedvisionusageandeffectiveness,integratedteanusageandeffectiveness,integratedteamcharterusageandeffectivenessCSMCH-2922024/9/6NCKU-CMMIPPPA+IPPDSP2.3DataforparticularIntegratedTeamandmultipleIntegratedTeamsSP2.4ResourcesshouldconsiderstaffingoftheintegratedteamsSP2.6Stakeholderinvolvementsh

438、ouldbeplanneddowntotheintegratedteamlevelSP3.1IntegratedworkplansareamongtheplanstoreviewSP3.2ToresourcecommitmentsincircumstancesofdistributedintegratedteamsandwhenpeopleareonmultipleintegratedteamsinoneormoreprojectsSP3.3theintegratedteamplansshouldhavebuy-infromtheteammembers,theintegratedteams,t

439、heproject,andtheprocessownersofthestandardprocessesthattheteamhasselectedfortailoredapplicationCSMCH-2932024/9/6NCKU-CMMIIPMPASG1&SG2+IPPDSP1.1EstablishPDPMaketheintegratedprojectmanagementenvironmentmoreamenabletocollocatedordistributedteamsSelecttheprojectsintegratedtemstructureAllocatelimitedpers

440、onnelresourcesImplementcross-integratedteamcommunicationSP1.3-EstablishtheprojectsworkenvironmentAneffectiveworkenvironmenthelpsprojectsemployingIPPDtoconductworkusingcollocatedordistributedintegratedteams.Two-waycommunicationsmediashouldbereadilyaccessiblebyallrelevantstakeholderstotheprojectSP1.4-

441、IntegratedPlansTheplansoftheintegratedteamsareincludedinthisintegration.Developingacompleteprojectplanandtheprojectsdefinedprocessmayrequireaniterativeeffortifacomplex,multi-layered,integratedteamstructureisbeingdeployedCSMCH-2942024/9/6NCKU-CMMISAMPA+IPPDSP1.3EstablishSupplierAgreementsWhenintegrat

442、edteamsareformed,teammembershipshouldbenegotiatedwithsuppliersandincorporatedintotheagreement.Theagreementshouldidentifyanyintegrateddecisionmaking,reportingrequirements(businessandtechnical)andtradestudiesrequiringsupplierinvolvement.ThesuppliereffortsshouldbeorchestratedsupporttheIPPDeffortsundert

443、akenbytheacquirerCSMCH-2952024/9/6NCKU-CMMIBasicProjectManagementPAsPPWhatToBuildWhatToDoSAMPMCWhatToMonitorReplanPlansStatus,issues,resultsofprogressandmilestonereviewsProductcomponentrequirementsTechnicalissuesCompletedproductcomponentsAcceptancereviewsandtestsEngineeringandSupportprocessareasStat

444、us,issues,resultsofprocessandproductevaluations;measuresandanalysesCommitmentsMeasurementneedsCorrectiveactionSupplierSupplieragreementCorrectiveactionCSMCH-2962024/9/6NCKU-CMMICoordination&collaboration;Sharedvision&ITstructuresubprocessesforquantitativemgmt.AdvancedProjectManagementPAsProcessPerfo

445、rmanceObjectives,Baselines,ModelsQPMOrganizationsStd.ProcessesIPMRSKMLessonsLearned,PerformanceDataProjectsDefinedProcessStatisticalMgmtDataRiskTaxonomies&Parameters,Status,Mitigation,andCorrectiveActionProcessManagementprocessareasBasicProjectManagementprocessareasRiskexposureduetounstableprocesses

446、IdentifiedrisksEngineering&SupportprocessareasCoordination,commitments,issues;ProductArchitectureforStructuringTeamsITITmgmtforengineeringprocesses;Integratedworkenvironmentpeople&practicesISMCSMCH-2972024/9/6NCKU-CMMIBasic Project Management & Acquisition PAs PPWhatToBuildWhatToDoSAMPMCWhatToMonito

447、rReplanPlansStatus,issues,resultsofprogressandmilestonereviewsProductcomponentrequirementsTechnicalissuesCompletedproductcomponentsAcceptancereviewsandtestsEngineeringandSupportprocessareasStatus,issues,resultsofprocessandproductevaluations;measuresandanalysesCommitmentsMeasurementneedsCorrectiveact

448、ionSupplierSupplieragreementCorrectiveactionCSMCH-2982024/9/6NCKU-CMMICoordination&collaboration;Sharedvision&ITstructuresubprocessesforquantitativemgmt.AdvancedProjectManagementPAsProcessPerformanceObjectives,Baselines,ModelsQPMOrganizationsStd.ProcessesIPMRSKMLessonsLearned,PerformanceDataProjects

449、DefinedProcessStatisticalMgmtDataRiskTaxonomies&Parameters,Status,Mitigation,andCorrectiveActionProcessManagementprocessareasBasicProjectManagementprocessareasRiskexposureduetounstableprocessesIdentifiedrisksEngineering&SupportprocessareasCoordination,commitments,issues;ProductArchitectureforStructu

450、ringTeamsITITmgmtforengineeringprocesses;Integratedworkenvironmentpeople&practicesISMCSMCH-2992024/9/6NCKU-CMMIRisk Management PurposePurposeThepurposeofRiskManagementistoidentifypotentialproblemsbeforetheyoccur,sothatrisk-handlingactivitiesmaybeplannedandinvokedasneededacrossthelifecycletomitigatea

451、dverseimpactsonachievingobjectives.CSMCH-3002024/9/6NCKU-CMMIRisk ManagementFocuson:DeterminerisksourcesandcategoriesDefineriskparametersandariskmanagementstrategyIdentifies,evaluates,categories,andprioritiesrisksDevelopandimplementsriskmitigatesplansCSMCH-3012024/9/6NCKU-CMMIProcessManagementandthe

452、KnownManagementmustdealwithbothknownandunknownfactors:lProcessmanagementfocusesontheknownandoncontrollingrepeatable(ifnotrepetitive)processes:managedprocessesstatisticalprocesscontrollRisk managementfocusesontheunknown:requirements-orientedlifecyclemodels(incremental,evolutionary)todealwithrequireme

453、ntschangeidentifyingandtrackingrisksCostEstimationModelRiskfactorsConsiderationCSMCH-3022024/9/6NCKU-CMMIRisk ManagementBenefits:1.Enhancestheprojectplanthatisthebasisforprojectactivities2.Addressesissuesthatcouldendangerachievementofcriticalobjectives3.Effectivelyanticipatesandmitigatestherisksthat

454、havecriticalsupport4.Minimizesrework,budgetloss,anddistruptions5.SetsandcommunicatesrealisticexpectationstostakeholdersCSMCH-3032024/9/6NCKU-CMMIRisk Management Specific GoalsSpecificGoals:SG1PrepareforriskmanagementPreparationforriskmanagementisconducted.SG2IdentifyandanalyzerisksRisksareidentified

455、andanalyzedtodeterminetheirrelativeimportance.SG3MitigaterisksRisksarehandledandmitigated,whereappropriate,toreduceadverseimpactsonachievingobjectives.CSMCH-3042024/9/6NCKU-CMMIRisk Management (RSKM)SG1 PrepareforriskmanagementSP1.1DeterminerisksourceandcategoriesSP1.2DefineriskparametersSP1.3Establ

456、ishariskmanagementstrategyCSMCH-3052024/9/6NCKU-CMMIRisk Management (RSKM)SG2 IdentifyandanalyzerisksSP2.1IdentifyrisksSP2.2Evaluate,classify,andprioritizerisksCSMCH-3062024/9/6NCKU-CMMIRisk Management (RSKM)SG3 MitigaterisksSP3.1DevelopriskmitigationplansSP3.2ImplementriskmitigationplansCSMCH-30720

457、24/9/6NCKU-CMMIRISKMANAGEMENTGENERICGOAL3(CapabilityLevel2)THEPROCESSISINSTITUTIONALIZEDASADEFINEDPROCESSALLGENERICPRACTICES2.1EstablishanOrganizationalPolicy2.2PlantheProcess2.3ProvideResources2.4AssignResponsibility2.5TrainPeople2.6ManageConfigurations2.7Identify&InvolveRelevantStakeholders2.8Moni

458、tor&ControltheProcess2.9ObjectivelyEvaluateAdherence2.10ReviewStatuswithHigher-LevelManagementPLUS3.1ESTABLISH&MAINTAINTHEDESCRIPTIONOFADEFINEDPROCESSFOREACHPA3.2COLLECTIMPROVEMENTINFORMATIONCSMCH-3082024/9/6NCKU-CMMIRiskManagementPAKeyPointsIsacontinuousforward-lookingprocessthatisanimportantpartof

459、businessandtechnicalmanagementprocessesAddressissuesthatcouldendangerachievementofcriticalobjectivesNeedscontinuousriskmanagementManageprojectrisksandmanageorganizationrisksThreeparts:1.Definingariskmanagementstrategy2.Identifyingandanalyzingrisks3.ImplementationofriskmitigationCSMCH-3092024/9/6NCKU

460、-CMMIRiskManagementHighmaturityorganizationstypicallymanagerisksystematically:lMosthighmaturityorganizationsusea“top10risk”list.lRisksaresharedbetweencustomerandsupplier.BarryBoehm,“SoftwareRiskManagement:PrinciplesandPractices,”IEEESoftware,January1991CSMCH-3102024/9/6NCKU-CMMIRiskManagementPAKeyPo

461、intsRelatedProcessAreas1.PPIdentificationofprojectrisksandplanningforinvolvementofrelevantstakeholders2.PMCmonitorprojectrisks3.DARUsingaformalevaluationprocesstoevaluatealternativesforselectionandmitigationofidentifiedrisks4.SAMmonitoringsuppliersrisks5.AllprocessareasaredependonRiskManagementforha

462、ndingrisksassociatedwithactivitiesrelatedtodevelopingandmaintainingaproductCSMCH-3112024/9/6NCKU-CMMIRiskManagementPAKeyPointsSG1PrepareforRiskManagementSP1.1DeterminerisksourcesandcategoriesSteps:1.DeterminerisksourcesEarlyidentificationcanimplementingriskreductionearlyTypicalrisksourcesas:Uncertai

463、nrequirements,estimateunavailable(efforts),infeasibledesign,inadequatestaffing,skills,funding,unrealisticschedule,unavailabletechnology,etcCSMCH-3122024/9/6NCKU-CMMIRiskManagementKeyPointsSG1PrepareforRiskManagementSP1.1DeterminerisksourcesandcategoriesSteps:2.DetermineriskcategoriesCategoryhelpinth

464、efutureconsolidationoftheactivitiesintheriskmitigationplansFactorsfordeterminingriskcategoriesthephasesofprojectlife-cyclemodel,typesofprocessesused,typesogproductused,programmanagementrisks(contract,budget/cost,resources,performances)WPRisksourceslistandriskcategorieslistCSMCH-3132024/9/6NCKU-CMMIR

465、iskManagementPAKeyPointsSG1PrepareforRiskManagementSP1.2DefineriskparametersHelpriskmitigationplanning(prioritiesthenecessaryactionsrequired)Forevaluating,categorizing,andprioritiesrisksParameterssuchas:1.Probabilityofriskoccurrence(likelihood)2.Riskconsequences(impact)3.Thresholdstotriggermanagemen

466、tactivitiesCSMCH-3142024/9/6NCKU-CMMIRiskManagementPAKeyPointsSG1PrepareforRiskManagementSP1.2DefineriskparametersSteps:1.Defineconsistentcriteriaforevaluatingandquantifyingrisklikelihoodandseveritylevels2.DefinethresholdsforeachriskcategoryEX.Involveseniormanagerifcostexceed10%ofthetargetcost,desig

467、nitemsexceed125%ofintendeddesign3.DefineboundsofontheextenttowhichthresholdsareappliedagainstorwithinacategoryWPRiskevaluation,categorization,andprioritizationcriteria,riskmanagementrequirements(controlandapproved)levelsCSMCH-3152024/9/6NCKU-CMMIRiskManagementPAKeyPointsSG1PrepareforRiskManagementSP

468、1.3EstablishariskmanagementstrategySteps(Thestrategyshouldincluding):1.Scope of the effort 2.Methods and tools to be used3.Project-specific Sources of risk4.Risks are to be organized, categorized, compared, and consolidates5.Risk mitigation techniques- prototyping, similation6.Risk measures to monit

469、or the status of the risk Parameters likelihood, thresholds,.7.Time intervals for risk monitoring or reassessment (frequency of risk monitoring)WPProjectriskmanagementstrategyCSMCH-3162024/9/6NCKU-CMMICSMCH-3172024/9/6NCKU-CMMIRiskManagementPAKeyPointsSG2IdentifyandanalyzerisksSP2.1IdentifyrisksIPPD

470、Risksassociatedwithlossofinter-teamorintra-teamcoordinationNotusebymanagementtoevaluatetheperformanceofindividualMethodsforidentifyrisks:1.ExamineWBStouncoverrisks2.Riskassessment3.Interviewssubjectmatterexpects4.Fromsimilarprojects5.Lessons-learnedCSMCH-3182024/9/6NCKU-CMMIRiskManagementPAKeyPoints

471、SG2IdentifyandanalyzerisksSP2.1IdentifyrisksSteps:1.Identify the risks associated with cost, schedule, and performance in all associate product life-cycle phasesCostassociatedwithfundinglevel,fundingestimate,distributedbudgetScheduleassociatedwithplannedactivities,keyevents,andmilestonesPerformanceR

472、equirements,analysisanddesign,applicationofnewtechnology,physicalsize,shape,weight,manufacturingandfabrication,functionalperformanceandoperation,verificationandvalidation,performancemaintenanceattributesOthers-Humanmeasures(injury,.)Strike,diminishingsourcesofsupply,technologycycletime,competitionCS

473、MCH-3192024/9/6NCKU-CMMIRiskManagementPAKeyPointsSG2IdentifyandanalyzerisksSP2.1IdentifyrisksSteps:2.Reviewenvironmentalelementsthatmayimpacttheproject3. Review all elements (Work Packages and Tasks) of WBS4.Reviewallelementsofprojectplanning5.Documentthecontextconditions,andpotentialconsequencesoft

474、herisks6.IdentifytherelevantstakeholdersassociatedwitheachrisksWP-Listofidentifyrisks,includingthecontext,conditions,andtheconsequencesofriskoccurrenceCSMCH-3202024/9/6NCKU-CMMIRiskManagementPAKeyPointsSG2IdentifyandanalyzerisksSP2.2Evaluate,categorize,andprioritizerisksSteps:1.Evaluatetheidentified

475、risksusingthedefinedriskparametersScaleHigh,medium,lowSpecialtechniquesmaybeneededtoaddresstherisks2.CategorizeandgrouprisksaccordingtothedefinedriskcategoriesThecauseandeffectrelationshiparedocumented3.PrioritizerisksformitigationWS-ListofriskswithapriorityassignedtoeachriskCSMCH-3212024/9/6NCKU-CM

476、MICSMCH-3222024/9/6NCKU-CMMIRiskManagementPAKeyPointsSG3MitigateRisksSP3.1DevelopmitigateplansDefinedbytheriskmanagementstrategyAcriticalcomponentofariskmitigationplanistodevelopalternativecoursesofaction,workaroundsandfallbackpositionswitharecommendedcourseofactionforeachcriticalrisksOptionsforhand

477、ingrisks:1.Riskavoidancechangeorlowerrequirementswhilestillmeetingcustomerrequirements(userneeds)2.Riskcontroltakeactivestepstominimizerisks3.Risktransferreallocatingdesignrequirementstolowertherisks4.RiskacceptanceacknowledgmentofriskbutnoactionCSMCH-3232024/9/6NCKU-CMMIRiskManagementPAKeyPointsSG3

478、MitigateRisksSP3.1DevelopmitigateplansSteps:1.Determinethelevelsandthresholdsthatadefinewhenariskbecomesun-acceptanceandtriggerstheexecutionofariskmitigationplanoracontingency2.Identifythepersonorgroupresponsibleforaddressingeachrisk3.Determinethecost-to-benefitratioofimplementingtheriskmitigationpl

479、anforeachrisk4.Developanoverallriskmitigationplanfortheprojecttoorchestratetheimplementationoftheindividualriskmitigationandcontingencyplans5.DevelopcontingencyplansforselectedrisksintheeventtheirimpactsrealizedWPDocumentedhandingoptionsforeachidentified,riskmitigationplans,contingencyplansCSMCH-324

480、2024/9/6NCKU-CMMIRiskManagementPAKeyPointsSG3MitigateRisksSP3.2ImplementriskmitigationplansSteps:1.Monitorriskstatus(PartofPMC)Ariskmitigationplan2.Provideamethodfortrackingopenhandingactionitemstoclosure3.Invokeselectedrisk-handingoptionswhenrisksexceedthedefinedthreshokds4.Establishascheduleorperi

481、odofperformanceforeachrisk-handingactivitythatincludethestartdateandanticipatedcompletiondate5.Providecontinuedcommitmentofresourcesforeachplantoallowsuccessfulexecutionoftherisk-handingactivities6.Collectperformancemeasuresontherisk-handingactivities(M&Aactivities)WPRiskmitigationplans,Updatedlisto

482、frisk-handingoptionsCSMCH-3252024/9/6NCKU-CMMICSMCH-3262024/9/6NCKU-CMMICSMCH-3272024/9/6NCKU-CMMIRiskManagementPAKeyPointsGP2.2PlantheprocessTheGPwouldaddressthecomprehensiveplanningforallofthespecificpracticesintheprocessarea,fromdeterminingrisksourcesandcategoriesallthewaythroughtotheimplementati

483、onofriskmitigationplans.DifferfromboththeriskmanagementstrategyandtheriskmitigationplansGP2.3resourcesmodelingandsimulationGP2.4AssignresponsibilityGP2.7-StakeholdersCSMCH-3282024/9/6NCKU-CMMIBriefingConceptTheRequirements&EngineeringProcessAreas RDPIValCustomerTSVerREQMRequirementsCustomerneedsProd

484、uct&productcomponentrequirementsProductcomponents,workproducts,verificationandvalidationreportsProductcomponentsAlternativesolutionsRequire-mentsProductCSMCH-3292024/9/6NCKU-CMMIDecision Analysis and Resolution PurposePurposeThepurposeofDecisionAnalysisandResolutionistomakedecisionsusingastructureda

485、pproachthatevaluatesidentifiedalternativesagainstestablishedcriteria.CSMCH-3302024/9/6NCKU-CMMIDecision Analysis and Resolution Specific GoalsSpecificGoals:SG1 EvaluatealternativesDecisionsarebasedonanevaluationofalternativesusingestablishedcriteria.CSMCH-3312024/9/6NCKU-CMMIDecision Analysis and Re

486、solution (DAR)SG1 EvaluatealternativesSP1.1EstablishanduseguidelinesfordecisionanalysisSP1.2SelectevaluationtechniquesSP1.3EstablishevaluationcriteriaSP1.4IdentifyproposedalternativesSP1.5EvaluatealternativesSP1.6SelectsolutionsCSMCH-3322024/9/6NCKU-CMMIDecision Analysis and Resolution (DAR)OtherRel

487、atedProcessAreasPPIPMRMCSMCH-3332024/9/6NCKU-CMMIDecision Analysis and Resolution (DAR)DecisionAnalysisandResolutioninvolvesmakinggooddecisionsby:selectingadecision-makingtechniqueandlevelstructureidentifyingcriteriathatwillbethebasisofthedecisionidentifyingalternativesevaluatingthealternativesagain

488、stthecriteriaCSMCH-3342024/9/6NCKU-CMMIDecision Analysis and Resolution (DAR)Astructureddecision-makingprocessreducethesubjectivenatureofthedecisionhasahigherprobabilityofselectingasolutionthatmeetsthemultipledemandsofthestakeholdercommunityCSMCH-3352024/9/6NCKU-CMMIDECISIONANALYSIS&RESOLUTIONGENERI

489、CGOAL3(CapabilityLevel2)THEPROCESSISINSTITUTIONALIZEDASADEFINEDPROCESSALLGENERICPRACTICES2.1EstablishanOrganizationalPolicy2.2PlantheProcess2.3ProvideResources2.4AssignResponsibility2.5TrainPeople2.6ManageConfigurations2.7Identify&InvolveRelevantStakeholders2.8Monitor&ControltheProcess2.9Objectively

490、EvaluateAdherence2.10ReviewStatuswithHigher-LevelManagementPLUS3.1ESTABLISH&MAINTAINTHEDESCRIPTIONOFADEFINEDPROCESSFOREACHPA3.2COLLECTIMPROVEMENTINFORMATIONCSMCH-3362024/9/6NCKU-CMMIDecisionAnalysisandResolutionPAKeyPointsSG1EvaluateAlternativesDecisionsarebasedonanevaluationsusingestablishedcriteri

491、aAformalevaluationprocessSP1.1Establishguidelines(fordecisionanalysis)todeterminewhichissuesaresubjecttoaformalevaluationprocessGuidelinesfordeterminingwhentorequireaformalevaluationprocessEx.:1.Topicsaddressedasbeingofmediumorhighrisks2.AdecisionrelatedchangedWorkProductunderCM3.Scheduleandcostbigi

492、mpacts4.ProjectobjectivesbigimpactsCSMCH-3372024/9/6NCKU-CMMIDecisionAnalysisandResolutionPAKeyPointsSG1EvaluateAlternativesSP1.1Establishguidelines(fordecisionanalysis)todeterminewhichissuesaresubjecttoaformalevaluationprocessWP-GuidelinesforwhichtoapplyaformalevaluationprocessSteps:1.Establishguid

493、elines2.Incorporatetheuseoftheguidelinesintothedefinedprocesswhereisappropriate1.TechnicalsolutionPApreliminarydesign-alternativessolutions,.2.Productintegrationsequences,.CSMCH-3382024/9/6NCKU-CMMIDecisionAnalysisandResolutionPAKeyPointsSG1EvaluateAlternativesSP1.2EstablishevaluationcriteriaProvide

494、thebasisforevaluatingalternativessolutionsandrankingWP-Evaluationcriteria,rankingofcriteriaimportanceSteps:1.DefineandrankthecriteriaforevaluatingthealternativesolutionsEx.Cost,Risks,reliability,performance,easeofdevelopment,etc2.Definethescaleandrangeforranking3.RationalefortheselectioncriteriaCSMC

495、H-3392024/9/6NCKU-CMMIDecisionAnalysisandResolutionPAKeyPointsSG1EvaluateAlternativesSP1.3IdentifyalternativesolutionsSteps:1.PerformaliteraturesearchorothersexperiencesProvideadeeperunderstandingtheproblem,alternativetoconsider,barrierstoimplementation.,existingtradestudiesandlessonslearnedfromsimi

496、lardecisions2.IdentifyalternativesolutionsWP-IdentifiedalternativesCSMCH-3402024/9/6NCKU-CMMIDecisionAnalysisandResolutionPAKeyPointsSG1EvaluateAlternativesSP1.4SelectevaluationmethodsAmethodshouldbecommensuratewithcost,schedule,performance,andriskimpactsEx.Simulation,engineeringstudy,testing,etcWPS

497、electedevaluationmethodsCSMCH-3412024/9/6NCKU-CMMIDecisionAnalysisandResolutionPAKeyPointsSG1EvaluateAlternativesSP1.5EvaluatealternativesolutionsusingtheestablishingcriteriaandmethodsInvolvesanalysis,discussionandreviewSteps:1.Evaluatetheproposedalternativesolutionsusingtheestablishingcriteriaandme

498、thods2.Performanalysis,simulation,modeling,prototypesandpilotasnecessarytoexercisetheevaluationcriteria,methods,andalternativesolution3.DocumenttheresultsoftheevaluationWPEvaluationresultsCSMCH-3422024/9/6NCKU-CMMIDecisionAnalysisandResolutionPAKeyPointsSG1EvaluateAlternativesSP1.6Selectsolutionsfro

499、mthealternativesbasedontheevaluationcriteriaInvolved:1.weightingtheresultsfromtheevaluationofalternatives,2.assessmenttherisksofthesolutionsSteps:1.Assesstherisksassociatedwithimplementingtherecommendedsolutions2.DocumenttheresultsandrationalefortherecommendedsolutionWPRecommendedsolutionstoaddresss

500、ignificantissues-CSMCH-3432024/9/6NCKU-CMMICSMCH-3442024/9/6NCKU-CMMICSMCH-3452024/9/6NCKU-CMMICSMCH-3462024/9/6NCKU-CMMIDecisionAnalysisandResolutionPAKeyPointsGP2.1PolicyWhichdecisionsrequireaformalevaluationprocessGP2.8MeasurementCostto-benefitofusingformalevaluationprocessesCSMCH-3472024/9/6NCKU

501、-CMMICSMCH-3482024/9/6NCKU-CMMIRequirements Development PurposePurposeSEEML2RDPAThepurposeofRequirementsDevelopmentistoproduceandanalyzecustomer,product,andproductcomponentrequirements.CSMCH-3492024/9/6NCKU-CMMIRequirements Development Specific GoalsSpecificGoals:SG1DevelopcustomerrequirementsStakeh

502、olderneeds,expectations,constrains,andinterfacesarecollectedandtranslatedintocustomerrequirements.SG2DevelopproductrequirementsCustomerrequirementsarerefinedandelaboratedtodevelopproductandproductcomponentrequirementsfortheproductlifecycle.SG3AnalyzeandvalidaterequirementsTherequirementsareanalyzeda

503、ndvalidated,andadefinitionofrequiredfunctionalityisdeveloped.CSMCH-3502024/9/6NCKU-CMMIRequirements Development (RD)SG1 DevelopcustomerrequirementsSP1.1ElicitneedsSP1.2Developthecustomerrequirements,CSMCH-3512024/9/6NCKU-CMMIRequirements Development (RD)SG2 DevelopproductrequirementsSP2.1Establishpr

504、oductandproductcomponentrequirementsSP2.2AllocateproductcomponentrequirementsSP2.3IdentifyinterfacerequirementsCSMCH-3522024/9/6NCKU-CMMIRequirements Development (RD)SG3 AnalyzeandvalidaterequirementsSP3.1EstablishoperationalconceptsandscenariosSP3.2EstablishadefinitionofrequiredfunctionalitySP3.3An

505、alyzerequirementsSP3.4AnalyzerequirementstoachievebalanceSP3.5ValidaterequirementswithcomprehensivemethodsCSMCH-3532024/9/6NCKU-CMMIBriefingConceptTheRequirements&EngineeringProcessAreas RDPIValCustomerTSVerREQMRequirementsCustomerneedsProduct&productcomponentrequirementsProductcomponents,workproduc

506、ts,verificationandvalidationreportsProductcomponentsAlternativesolutionsRequire-mentsProductCSMCH-3542024/9/6NCKU-CMMITechnical Solution PurposePurposeThepurposeofTechnicalSolutionistodevelop,design,andimplementsolutionstorequirements.Solutions,designsandimplementationsencompassproducts,productcompo

507、nents,andproductrelatedprocesseseithersinglyorincombinationsasappropriate.Remark:MakeComponents,BuyComponents,andReuseComponentsIntegrationApplicableatanyleveloftheproductarchitectureandtoeveryproduct,productcomponent,andproductlife-cycleprocessShouldbeusedtoperformthemaintenanceorsustasinmentdesign

508、effortsCSMCH-3552024/9/6NCKU-CMMITechnical Solution Specific GoalsSpecificGoals:SG1SelectproductcomponentsolutionsProductorproductcomponentssolutions,includingapplicableproductrelatedprocesses,areselectedfromalternativesolutions.SG2DevelopthedesignProductorproductcomponentdesignsaredevelopedSG3Imple

509、menttheproductdesignProductcomponents,andassociatedsupportdocumentation,areimplementedfromtheirdesigns.CSMCH-3562024/9/6NCKU-CMMITechnical Solution (TS)SG1 SelectproductcomponentsolutionsSP1.1DevelopalternativesolutionsandselectioncriteriaSP1.2SelectproductcomponentsolutionsCSMCH-3572024/9/6NCKU-CMM

510、ITechnical Solution (TS)SG2 DevelopthedesignSP2.1DesigntheproductorproductcomponentSP2.2EstablishatechnicaldatapackageSP2.3DesigninterfacesusingcriteriaSP2.4Performmake,buy,orreuseanalysesCSMCH-3582024/9/6NCKU-CMMITechnical Solution (TS)SG3 ImplementtheproductdesignSP3.1ImplementthedesignSP3.2Establ

511、ishproductsupportdocumentationCSMCH-3592024/9/6NCKU-CMMITECHNICALSOLUTIONGENERICGOAL3(CapabilityLevel2)THEPROCESSISINSTITUTIONALIZEDASADEFINEDPROCESSALLGENERICPRACTICES2.1EstablishanOrganizationalPolicy2.2PlantheProcess2.3ProvideResources2.4AssignResponsibility2.5TrainPeople2.6ManageConfigurations2.

512、7Identify&InvolveRelevantStakeholders2.8Monitor&ControltheProcess2.9ObjectivelyEvaluateAdherence2.10ReviewStatuswithHigher-LevelManagementPLUS3.1ESTABLISH&MAINTAINTHEDESCRIPTIONOFADEFINEDPROCESSFOREACHPA3.2COLLECTIMPROVEMENTINFORMATIONCSMCH-3602024/9/6NCKU-CMMIBestPracticesDesign-1McConnell: Designi

513、ngforChangelIdentifylikelychanges,developachangeplan,andhidedesigndecisionssothatchangesdonotripplethroughaprogram.Software Program Managers Network #9: System-Architecture-BasedSoftwareDesignlUsemethodstodefinesystemarchitecturedocumentsoftwaredesign.lPutsoftwareengineersonsystemsengineeringteams.C

514、SMCH-3612024/9/6NCKU-CMMIBestPracticesDesign-2Software Program Managers Network #12:VisibleandInspectableDesignlDocumentalldesignprocesses/methodsintheSoftwareDevelopmentPlan.lInspectthedesignforitssupporttoreliability,performance,security,safety,andreuserequirements.CSMCH-3622024/9/6NCKU-CMMIBestPr

515、actices-InteroperabilitySoftware Program Managers Network #10:DataandDatabaseInteroperabilitylMakedatainteroperabilitywithexternalsystemsakeyfactorindatabasedesign.lEnsurethatdatabasedesigndecouplespersistentdatafromapplicationsoftware.Software Program Managers Network #11:FormalDefinitionandControl

516、ofInterfaceslIdentifyallexternalinterfacesaspartofsystemsrequirementsanalysis.lIncludemilestonesrelatedtoexternalinterfacesintheprojectactivitynetwork.CSMCH-3632024/9/6NCKU-CMMIBestPractices-CodingMcConnell: Raped-DevelopmentLanguageslUseprogramminglanguagesthatofferspeedierimplementationthantraditi

517、onalthirdgenerationlanguagessuchasC,C+,orFortran.CSMCH-3642024/9/6NCKU-CMMITechnicalSolutionProcessAreaKeyPointsApplicableatanyleveloftheproductarchitectureandfocusonthefollowing:Evaluatingandselectingsolutions(DesignConcepts,designapproaches,preliminarydesigns)Developingdetaileddesignneededtocode,m

518、anufactureorimplementthedesignasaproductorproductcomponentImplementingthedesignsasaproductorproductcomponentAllactivitiesinteractivelysupporteachotherFormaintenanceorganization,thetechnicalsolutionPAshouldbeusedtoperformthemaintenanceorsustainmentdesigneffortsCSMCH-3652024/9/6NCKU-CMMITechnicalSolut

519、ionProcessAreaKeyPointsRelatedProcessAreasRequirementDevelopmentPAmoreinformationaboutrequirementsallocations,establishingoperationalconceptandinterfacerequirementdefinitionRequirementManagementPAmoreinformationaboutrequirementmanagement,performedinteractivelywiththoseinthetecVerificationPA-Conductp

520、eerreviewsandverifyingproductandproductcomponentsmeetrequirementsDecisionAnalysisandResolutionPAMoreinformationaboutformalevaluationregardingselectedalternativesolutionOrganizationInnovationandDeploymentPAMoreinformationaboutimprovingtheorganizationtechnologywithnewlydevelopedtechnologiesCSMCH-36620

521、24/9/6NCKU-CMMITechnicalSolutionProcessAreaKeyPointsSG1SelectproductcomponentsolutionsfromalternativesolutionsKeyrequirements,designissues.AndconstraintsareestablishedforuseinalternativesolutionsanalysisUseofCOTSproductcomponentsareconsideredrelativetocost,schedule,performanceandriskDecisiononarchit

522、ecture,customerdevelopmentversusoffoftheshelfandproductcomponentmodularizationaretypicalofthedesignchoisesCSMCH-3672024/9/6NCKU-CMMITechnicalSolutionProcessAreaSG1SelectproductcomponentsolutionsfromalternativesolutionsSP1.1DevelopalternativesolutionsandselectioncriteriaRemark:DARPAaboutestablishingc

523、riteriausedinmakingdecisions.RDSP2.2allocatingrequirementscanapplypriortoselectionCriteriatonarrowdownthelistofalternativesthatareconsistentwiththeirbusinessobjectivesThecriteriausedinselectionsoffinalsolutionsshouldprovideabalancedapproachtocost,benefitsandrisksv1.1SP1.2“EvolveOperationalConceptsan

524、dScenarios”isnowpartofRDSP3.1.Basepractice“DevelopAlternativeSolutionsandSelectionCriteria”iseliminated.“IdentifycandidateCOTSproductsthatsatisfyrequirements”isanewsub-practiceunderSP1.1.CSMCH-3682024/9/6NCKU-CMMITechnicalSolutionProcessAreaSG1SelectproductcomponentsolutionsfromalternativesolutionsS

525、electioncriteria:Costtime,peopleand$fordevelopment,procurement,support,productlifecycle,.Technicalperformance,capabilityandeffectiveness,TechnologylimitationsComplexityoftheproductcomponentandproduct-relatedlifecycleprocessesRobustnessofproductoperational,capabilityandlimitationofendusersandoperator

526、sProductexpansionandgrowth(ScalibilityRisksandSafetyEvolutionofrequirementsandtechnologyOpendesignoropenarchitecture,easilytoinsertingnewtechnologiesCharacteristicsofCOTSproductsReliability,Capabilityandlimitationsofend-usersandopeators,CharacteristicsofCOTSproductsEaseofDevelopmentghCSMCH-3692024/9

527、/6NCKU-CMMITechnicalSolutionProcessAreaKeyPointsSG1SelectproductcomponentsolutionsfromalternativesolutionsSP1.1DevelopselectioncriteriaanddevelopdetailedalternativesolutionsSteps:1.Identifyscreeningcriteriaselectasetofalternativesolutionsforconsideration2.Identifytechnologiescurrentlyinuseandnewprod

528、ucttechnologiesforcompetitiveadvantage3.IdentifycandidateCOTSproductsthatsatisfytherequirementsSeenextpage.(SAMaboutevaluatingsuppliers)4.Generatealternativesolutionsalternativeshouldincludenewlydevelopedtechnologiesbutcouldalsoincludeapplyingmaturetechnologiesormaintaincurrenttechnologiesdependingo

529、napplication5.Obtainacompleterequirementsallocationforeachalternatives6.DevelopthecriteriaforselectingthebestalternativesolutionCSMCH-3702024/9/6NCKU-CMMICOTSproductsthatSatisfyRequirementsFunctionality,performance,quality,andreliability,termsandconditionsofwarrantiesoftheproducts,risks,suppliersres

530、ponsibilitiesformaintenanceandsupportoftheproductsCSMCH-3712024/9/6NCKU-CMMITechnicalSolutionProcessAreaSG1SelectproductcomponentsolutionsfromalternativesolutionsSP1.1DevelopselectioncriteriaanddevelopdetailedalternativesolutionsIdentifydesignissuesforeachsetofalternativessolutionsObtaincompleterequ

531、irementsallocationforeachalternativesDeveloptimelinesforproductoperationanduserinteractionforeachalternativesolutionsWPEvaluationofnewtechnologies,EvaluationsReportsofCOTSProducts,Selectioncriteria,AlternativessolutionsincludingtimelineoperationalscenariosCSMCH-3722024/9/6NCKU-CMMICMMIV1.2FromTechni

532、calSolutionV1.1 ForSystemsEngineeringExamplesofcriteriaincludethefollowing:MaintainabilityReliabilitySafetyAmplificationremovedfromTechnicalSolutionV1.2sinceitisnotuniquetoSystemsEngineeringv1.1SP1.2“EvolveOperationalConceptsandScenarios”isnowpartofRDSP3.1.Basepractice“DevelopAlternativeSolutionsand

533、SelectionCriteria”iseliminated.“IdentifycandidateCOTSproductsthatsatisfyrequirements”isanewsubpracticeunderSP1.1.Basepractice“EstablishInterfaceDescriptions”iseliminated.CSMCH-3732024/9/6NCKU-CMMITechnicalSolutionProcessAreaKeyPointsSG1SelectproductcomponentsolutionsfromalternativesolutionsSP1.2Sele

534、ctProductComponentSolutionsRDPAEstablishingtheallocatedrequirementsforproductcomponentsandinterfacerequirementsamongproductcomponentsMaintainarecordofrationaleiscriticaltodownstreamdecisionmaking,WPProductcomponentselections,evaluations,decisions,andrationale,Relationshipsbetweenrequirements(include

535、interface)andproductcomponentCSMCH-3742024/9/6NCKU-CMMITechnicalSolutionProcessAreaSG1SelectproductcomponentsolutionsfromalternativesolutionsSP1.2SelectProductComponentSolutionsSteps:1.Evaluateeachalternativesolutionagainsttheselectcriteriaestablishedinthecontextoftheoperationalconceptsandscenarios(

536、timelinescenarioorusecases2.Basedontheevaluationofalternativesassesstheadequacyoftheselectioncriteriaandupdatethesecriteriaasnecessary3.Identifyandresolveissueswiththealternativesolutionsandrequirements4.Selectthebestsetofalternativesolutionsthatsatisfytheestablishedselectioncriteria5.Establishthere

537、quirementsasthesetofallocatedrequirementstothoseproductcomponents6.Identifytheproductcomponentsthatwillbereusedoracquired-SAMaboutacquiringproductandproductcomponent7.Documentthesolutions,evaluationandrationaleCSMCH-3752024/9/6NCKU-CMMISDHArchitectureDesignEvaluationCriteriaPerformanceExtensibilityF

538、aultToleranceFlexibilityEaseofDevelopmentCSMCH-3762024/9/6NCKU-CMMISDHArchitectureDesign(Cont.)UserInterfaceUNEASIBISPMSLKNFEADatabaseIntegrationPlatformO.STCP/IPIntegrationNetworkSDHDeviceCSMCH-3772024/9/6NCKU-CMMISDHArchitectureDesign(Cont.)Option1：TheCentralizedModelDatabaseUNEASIBISPMSLKNFEADevi

539、ceDeviceDeviceDeviceDeviceDeviceSDHCSMCH-3782024/9/6NCKU-CMMISDHArchitectureDesign(Cont.)Option2：TheClient-ServerModelUNEASIBISPMSLKNFEAASIDBBISDBPMSDBLNKDBFEADBASI APIDeviceSDHBIS APIBIS APILKN APIFEA APIASI APIBIS APIBIS APILKN APIFEA APICSMCH-3792024/9/6NCKU-CMMISDHArchitectureDesign(Cont.)Option

540、3：TheHybridModelUNEASIBISPMSLKNFEACommonDatabaseCommon APICommon APIDeviceSDHCSMCH-3802024/9/6NCKU-CMMISDHArchitectureDesign(Cont.)ResultOption3ArchitecturePerformanceExtensibilityFaultToleranceFlexibilityEaseofDevelopmentOption1 LimitedLimitedLimitedLimitedEasyOption2ImprovedImprovedImprovedImprove

541、dDifficultOption3ImprovedBestImprovedImprovedDifficultCSMCH-3812024/9/6NCKU-CMMICSMCH-3822024/9/6NCKU-CMMITechnicalSolutionProcessAreaKeyPointsSG2DeveloptheDesignForimplementationbutalsoforotherphasesoftheproductlifecyclesuchasmodification,re-procurement,maintenance,sustainment,andinstallationSP2.1D

542、esigntheproductorproductcomponentTwobroadphases-PreliminaryDesignandDetailedDesignPreliminaryDesignEstablishesproductcapabilitiesandtheproductarchitecture,includingproductpartitions,product-componentidentifications,systemstatesandmodes,majorinter-componentinterfacesandexternalproductinterfacesDetail

543、edDesignfullydefinesthestructureandcapabilitiesoftheproductcomponentsCSMCH-3832024/9/6NCKU-CMMISP2.1DesigntheProductorProductComponentDevelopadesignfortheproductorproductcomponent.For Hardware EngineeringDetailed design is focused on product development of electronic, mechanical, electro-optical, an

544、d other hardware products and their components. Electrical schematics and interconnection diagrams are developed, mechanical and optical assembly models are generated, and fabrication and assembly processes are developed.CSMCH-3842024/9/6NCKU-CMMITechnicalSolutionProcessAreaKeyPointsSG2DeveloptheDes

545、ignSP2.1DesigntheproductorproductcomponentTheevolveoperationalconceptsandscenariosspecificpracticesgivesmoreinformationaboutelaboratingoperationalconceptsandscenariosusedinarchitectureevaluationDesignersmayevaluatetheuseoflegacyorCOTSproductsfortheproductcomponentsAsthedesignmatures,therequirementas

546、signedtolowerlevelproductcomponentsaretrackedtotoensurethoserequirementsaresatisfiedRMPATrackingrequirementsforaproductcomponentTraceabilityRequirementsvsDesignCSMCH-3852024/9/6NCKU-CMMITechnical Solution Process AreaKey PointsSG 2 Develop the DesignSP 2.1 Design the product or product componentStep

547、s:1.Establish and maintain criteria against which the design can be evaluatedDesign criteria Examples: Modular, Clear, Simple, Maintainable, Verifiable, Portable, Reliable, Accurate, Secure, Scalable, Usable2.Identify, develop, or acquire the design methods appropriate for the productExample of tech

548、niques and methods (Design tool) Prototypes, Structural Models, Object Oriented Design, Design Reuse, Design Pattern,etcCSMCH-3862024/9/6NCKU-CMMITechnicalSolutionProcessAreaKeyPointsSG2DeveloptheDesignSP2.1DesigntheproductorproductcomponentSteps:3.Ensurethatthedesignadherestoapplicabledesignstandar

549、dsandcriteriaDesignStandardsexamplesOperatorInterfaceStandards,SafetyStandards,ProductionConstraints,DesignTolerance,PartsStandards4.EnsurethatthedesignadherestoallocatedrequirementsIdentifiedCOTSproductcomponents5.DocumentthedesignWPProductArchitecture,ProductComponentsDesign3.CSMCH-3872024/9/6NCKU

550、-CMMITechnicalSolutionProcessAreaKeyPointsSG2DeveloptheDesignSP2.2EstablishandMaintainaTechnicalDataPackageProvidedescriptionproductorproductcomponentasitisdevelopedAlso,provideprocurementflexibilityThistechnicaldatapackageismaintainedthroughoutthelifeoftheproducttorecordtheessentialdetailsoftheprod

551、uctdesignCSMCH-3882024/9/6NCKU-CMMITechnicalSolutionProcessAreaKeyPointsSG2DeveloptheDesignSP2.2EstablishaTechnicalDataPackageAtechnicaldatapackageshouldinclude:ProductArchitecturedescription,Allocatedrequirements,Product-componentdescription,Product-relatedlifecycleprocessdescription,Keyproductchar

552、acteristics,Physicalrequirementsandconstraints,Interfacerequirementsanddesign,hardwarerequirements,Verificationcriteria,Userenvironmentandoperating/usagescenarios,Rationalefordecisionandalternativesolution,Remark:SeeJPLSIS,SSD-1andSSD-2CSMCH-3892024/9/6NCKU-CMMITechnicalSolutionProcessAreaSG2Develop

553、theDesignSP2.2EstablishaTechnicalDataPackageProductArchitecturedescription,Allocatedrequirements,Product-componentdescription,Product-relatedlifecycleprocessdescription,Keyproductcharacteristics,Physicalrequirementsandconstraints,InterfacerequirementsMaterialsrequirementsFabricationandmanufacturingr

554、equirementsVerificationcriteria,Userenvironmentandoperating/usagescenarios,Rationalefordecisionandalternativesolution,CSMCH-3902024/9/6NCKU-CMMITechnicalSolutionProcessAreaKeyPointsSG2DeveloptheDesignSP2.2EstablishaTechnicalDataPackageAtechnicaldatapackageshouldorganizedatatoproviderelevantviewas:Cu

555、stomers,Requirements,TheEnvironment,Functional,Logical,Security,Data,State/Modes.Construction,ManagementSteps:1.DeterminethenumberoflevelsofdesignanddocumentationofeachdesignlevelHWCI,CSCI,RequirementTraceabilityforsupportintegrationandverificationplanCSMCH-3912024/9/6NCKU-CMMITechnicalSolutionProce

556、ssAreaKeyPointsSG2DeveloptheDesignSP2.2EstablishaTechnicalDataPackageWPTechnicalDataPackageSteps:2.Basedetaileddesigndescriptionsontheproductcomponentrequirements,architecture,andhigherleveldesign(PreliminaryDesignDocumentwithTraceability)3.Documentthedesign4.Documenttherationaleforkeydecisionsmadeo

557、rdefined(Schedule,cost,technicalperformance,.)CSMCH-3922024/9/6NCKU-CMMITechnicalSolutionProcessAreaKeyPointsSG2DeveloptheDesignSP2.3DesignInterfaceusingCriteriaWherepossible,reachearlyagreementoninterfacedesign(ICWG)DARmayuseforinterfacedesignDesignproductcomponentinterfacesusingestablishedcriteria

558、Interfacedesignincluding:Origination,Destination,Stimulusanddatacharacteristics,Electrical,mechanicalandfunctionalcharacteristicsTheCriteriaforInterface:TypeofProductSoftware,electrical,mechanical,.CharacteristicsSafety,Security,.etcdesignsandtherationalefortheseectioWPInterfacedesignspecification,I

559、nterfaceControlDocument,InterfaceSpecificationCriteriaandrationaleforselectedinterfacedesignCSMCH-3932024/9/6NCKU-CMMITechnicalSolutionpDesigninterfacesusingcriteria(TS230)EstablishInterfaceDesignCriteriaandensurethatthesolution“meets”theinterfacerequirementsdefinedinSRS.DevelopInterfaceAlternativeS

560、olutionsSelectthebestinterfacesolutionandRecordtheselectionrationaleAllinterfaceswashandledby“InterfaceControlWorkingGroup“Interface Design CriteriaInterface Alternative SolutionsICWG ListingCSMCH-3942024/9/6NCKU-CMMITechnicalSolutionProcessAreaKeyPointsSG2DeveloptheDesignSP2.3DesignInterfaceusingCr

561、iteriaSteps:1.DefineinterfacecriteriacanbeapartofORG.ProcessAssets(SeeOPDPAL)2.Identifyinterfacesassociatedwithotherproductcomponentsandexternalitems3.Identifyinterfacesbetweenproductcomponentsandtheproductrelatedlifecyclesprocesses(EX.Fabricationduringthemanufacturingprocess)4.Applythecriteriatothe

562、interfacedesignalternatives(Internalandexternal)(ReferDARPA)5.DocumenttheselectedinterfacedesignsandtherationalefortheseectionCSMCH-3952024/9/6NCKU-CMMITechnicalSolutionProcessAreaKeyPointsSG2DeveloptheDesignSP2.4PerformMake,BuyorReuseAnalysesBasedonananalysisoftheneedoftheprojectAstechnologyevolves

563、,amakeorbuyanalysismightleadtoadifferentdecisionSAMaddresstheacquisitionoftheproductcomponentEarlyinthedefineWBSMakeorBuyDecisionCriteria(Factors):1.Availableprojectresourcesandskill2.Cost,Schedule3.Strategicbusinessalliances4.Riskreduction.etcCSMCH-3962024/9/6NCKU-CMMITechnicalSolutionProcessAreaKe

564、yPointsSG2DeveloptheDesignSP2.4PerformMake,BuyorReuseAnalysesSteps:1.Developcriteriaforthereuseofproduct-componentdesigns2.Analyzedesignstodetermineifproductcomponentsshouldbedeveloped,reusedorpurchased3.PlanfortheirmaintenancefortheNondevelopmentalitems(COTS,Reuse,.etc)FuturereleasesofCOTSproductCM

565、ofvenderchangesDefeatandtheirsolutionWPMakeorbuyanalyses,GuidelinesforchoosingCOTSproductcomponents,CriteriafordesignandproductcomponentreuseCSMCH-3972024/9/6NCKU-CMMISystemDesignDocument(1/3)1.0SystemModel/SystemArchitecture1.1DecompositionofSystemFunctionalRequirementtoSubsystemRequirementandInter

566、faces1.2EstablishTechnicalSolutionCriteria1.3DescribeAlternativeSolutions1.4SelectSystemSolution1.5SystemInternal/ExternalInterfaceRequirementandDesign(oneperinterface)2.0Subsystem/SoftwareArchitecture2.1DecompositionofSubsystemAFunctionalRequirementtoComponentsandInterfaces2.2SubsystemB.CSMCH-39820

567、24/9/6NCKU-CMMISystemDesignDocument(2/3)3.0DesignIssuesandSolutions(DetermineImplementationMethods)3.1SubsystemA3.1.1SubsystemCharacteristics3.1.2EstablishTechnicalSolutionCriteria3.1.3SelectedSubsystemSolution(Object-Orientedorstructural,etc)3.1.4ErrorDetectionandRecovery3.2SubsystemB.CSMCH-3992024

568、/9/6NCKU-CMMISystemDesignDocument(3/3)4.0DetailedofSubsystemandInterfaceDescription4.1SubsystemA4.1.1DetailedSubsystemUseCase(UseCaseDiag,ActivityDiag.,UserInterface)AnalysisModelStaticModel(ClassDiag,ObjectDiag.)DynamicModel(SequencialDiag.StateChartDiag.)BehaviormodelFunctionalmodel4.1.2SubsystemI

569、nternal/ExternalInterfaceRequirementandDesign(oneperinterface)4.1.3TraceabilityMatrixRequirementsvsComponents4.2SubsystemB.GlossaryReferenceAppendicesCSMCH-4002024/9/6NCKU-CMMISampleDevelopmentActivitiesDevelopmentCycle 1DevelopmentCycle 2RefinePlanSync.ArtifactsAnalyzeDesignConstructTest1.Define Es

570、sential Use Cases2.Refine Use Case Diagrams3.Refine Conceptual Model4.Refine Glossary 5.Define System Sequence Dgms6.Define Operation Contracts7.Define State Diagrams1.Define Real Use Cases2.Define Reports, UI and Storyboards3.Refine System Architecture4.Define Interaction Diagrams5.Define Design Cl

571、ass Diagrams6.Define Database SchemaCSMCH-4012024/9/6NCKU-CMMICSMCH-4022024/9/6NCKU-CMMITechnicalSolutionProcessAreaSG3ImplementtheProductDesignandtheUnitTests(Pri-productIntegration)SP3.1ImplementtheDesignOncethedetaileddesignhasbeencompleted,itisimplementedasaproductcomponentCharacteristicsofthisi

572、mplementationS/Wiscoded,dataandservicesaredocumented,Electricalandmechanicalpartsarefabricated,Facilitiesareconstructed,materialareproducedSteps:1.UseeffectivemethodstoimplementtheproductcomponentsSoftwareiscoded,dataandservicesaredocumentedStructuredProgramming,OOprogramming,SoftwareCodereuse,desig

573、npatternFabricatedHWparts,materialsareproducedCasting,molding,welding,FacilitiesareconstructedCSMCH-4032024/9/6NCKU-CMMITechnicalSolutionProcessAreaSG3ImplementtheProductDesignandtheUnitTests(Pri-productIntegration)SP3.1ImplementtheDesignWPImplementedDesign2.AdheretoapplicablestandardsandcriteriaSta

574、ndards-codingstandards,DrawingRequirements,StandardsPartList,Processandqualitystandard,Namingconvention,Formatcodeandcomments,Criteria-Modularity,maintainability,clarity,reliability,safety,simplicity.,3.Conductpeerreviews4.PerformunittestingoftheproductcomponentasappropriateTestingindividualhardware

575、orsoftwareUnitTestingmethodsPathcoverage,boundaryvalue,specialvaluetestingHardwareEngineersFunctionaltesting,radiationinspectiontesting,environmenttestingCSMCH-4042024/9/6NCKU-CMMISP3.1H/WandS/WEngineeringSubpractices1.Useeffectivemethodstoimplementtheproductcomponents.For Hardware EngineeringExampl

576、es of hardware implementation methods include the following:Gate level synthesisCircuit board layout (place and route)Computer Aided Design drawingPost layout simulationFabrication methods4.Performunittestingoftheproductcomponentasappropriate.For Hardware EngineeringExamples of unit testing methods

577、include the following:Functional testingRadiation inspection testingEnvironmental testingCSMCH-4052024/9/6NCKU-CMMITechnicalSolutionProcessAreaSG3ImplementtheProductDesignandtheUnitTests(Pri-productIntegration)SP3.2DevelopProductSupportDocumentUsetoINSTALL,OPERATE,TRAININGandMAINTAINtheproductSteps:

578、1.Reviewtherequirements,design,productandtestresultstoensurethatissuesaffectingtheproductsupportareidentifiedandresolved2.Useeffectivemethodstodevelopthesupportdocument3.AdheretothestandardsNumberingofpages,sections,.4.Developthepreliminaryversionofsupportdocumentintheearlyprojectlifecyclephasesandr

579、eviewbyrelevantstakeholder5.ConductPeerreviewofthesupportdocumentTWP:End-usertrainingmaterials,usermanual,Operatorsmanual,Maintenancemanual,OnlinehelpCSMCH-4062024/9/6NCKU-CMMICSMCH-4072024/9/6NCKU-CMMICSMCH-4082024/9/6NCKU-CMMITechnicalSolutionProcessAreaSG3.2Resultsofmake,buy,orreuseanalysis,desig

580、ndefeatdensity,resultsofapplyingnewmethodsandtoolsGP2.3ResourcesDesigntool,Simulatorandmodelingtools,PrototypingToolsGP2.5-TrainingPeopleApplicationdomain,designmethods,interfacedesign,unittestingtechnique,Standards(humanfactors,safety,environment,.GP2.6ManageConfigurationDesigndocument,supportdocum

581、ent(User,installation,operationandmaintenance)GP2.7RelevantStakeholderDesignanddocumentsGP2.8M&CProcessM&ACost,schedule,andeffort,%ofrequirementsaddressedintheproduct,defeatdencityoftechnicalsolutionproduct,sizeandcomplexityofproduct,productcomponent,documentationGP2.9ObjectivelyEvaluateAdherenceSel

582、ectingsolution,designandimplementprocessDocumentandcodereviewsCSMCH-4092024/9/6NCKU-CMMITechnicalSolutionProcessAreaKeyPointsSeeJPLDocumentSSDSISCSMCH-4102024/9/6NCKU-CMMITechnicalSolutionProcessAreaKeyPointsExercise#1:Studyandreportthekey pointsofthefollowing:1.HighlyDependableClustersSelectedArchi

583、tectureandsequencediagram-ByJPL/WWTechnologyGroup(Dueto3/17/03)2.SoftwareEngineeringBookChapter10,chapter11andchapter12(Dueto3/24/03)3.SoftwareEngineeringBookChapter13,chapter14andchapter15(Dueto3/31/03CSMCH-4112024/9/6NCKU-CMMIBriefingConceptTheRequirements&EngineeringProcessAreas RDPIValCustomerTS

584、VerREQMRequirementsCustomerneedsProduct&productcomponentrequirementsProductcomponents,workproducts,verificationandvalidationreportsProductcomponentsAlternativesolutionsRequire-mentsProductCSMCH-4122024/9/6NCKU-CMMIRelationshipofPI,VER,VALActivityVERVALDevelopSTPDevelopSTCReadinessReviewSystemIntegra

585、tionTestSystemOperationTestSystemAcceptanceTestPIVER500 Plan/VER300 peer reviewVER600VAL 900VAL200 planM3M4PIProductIntegrationVERVerificationVALValidationCPMSV1.1ProcessElementsVER300PeerReviewVER500EstablishIntegrationTestingPlanVER600PerformProductIntegrationTestingVAL200PrepareValidationVAL500Va

586、lidationVAL900PerformSystemTestVAL 500VER500 Plan/VER300 peer reviewUseoperationalscenariosfortesting(functional).CSMCH-4132024/9/6NCKU-CMMIBestPracticesCMforPI,VERandVALSoftware Program Managers Network #16:FrequentCompileandSmokeTestinglPerformintegrationbuildsandtestonafrequentandregularschedule(

587、normallynolessthantwiceaweek).lEnsurealldefectsfromintegrationtestaredocumentedandsubjecttotheprogramschange-controlprocess.McConnell: ChangeBoardlBringtogetherrepresentativesfromconcernedpartiesandgivethemultimateauthorityforacceptingorrejectingproposedchanges.CSMCH-4142024/9/6NCKU-CMMIProduct Inte

588、grationPurposeThepurposeofProductIntegrationistoassembletheproductfromtheproductcomponents,ensurethattheproduct,asintegrated,functionsproperly,anddelivertheproduct.CSMCH-4152024/9/6NCKU-CMMITest PlansSub-systemintegrationtestplanSystemintegrationtestAcceptancetestSub-systemintegrationtestServiceMain

589、tainTestAnalysisRequirementsspecificationSystemspecificationAcceptancetestplanSystemintegrationtestplanSystemdesignDetaileddesignDesignModuleandunitcodeandtestCodeCSMCH-4162024/9/6NCKU-CMMIProduct Integration Specific GoalsSpecificGoals:SG1 PrepareforproductintegrationThestrategyforconductingproduct

590、integrationisestablishedandmaintained.SG2 EnsureinterfacecompatibilityTheproductcomponentinterfaces,bothinternalandexternal,arecompatible.SG3 AssembleproductcomponentsanddelivertheproductVerifiedproductcomponentsareassembledandtheintegrated,verified,andvalidatedproductisdelivered.CSMCH-4172024/9/6NC

591、KU-CMMIProduct Integration (PI)SG1 PrepareforproductintegrationSP1.1Determineintegrationsequences(WhenPreli.DesignStage)SP1.2Establishtheproductintegrationenvironment(SITP-1,PreliminaryandDetailDesignStage)SP1.3Establishproductintegrationproceduresandcriteria(BuildandUnitTestSITP2)CSMCH-4182024/9/6N

592、CKU-CMMIProduct Integration (PI)SG2 Ensureinterfacecompatibility(TSStage)SP2.1ReviewinterfacedescriptionsforcompletenessSP2.2ManageinterfacesCSMCH-4192024/9/6NCKU-CMMIProduct Integration (PI)SG3 AssembleproductcomponentsanddelivertheproductSP3.1ConfirmreadinessofproductcomponentsforintegrationSP3.2A

593、ssembleproductcomponents(Make,Buy,Reuse)SP3.3EvaluateassembledproductcomponentsSP3.4PackageanddelivertheproductorproductcomponentCSMCH-4202024/9/6NCKU-CMMIPRODUCTINTEGRATIONGENERICGOAL3(CapabilityLevel2)THEPROCESSISINSTITUTIONALIZEDASADEFINEDPROCESSALLGENERICPRACTICES2.1EstablishanOrganizationalPoli

594、cy2.2PlantheProcess2.3ProvideResources2.4AssignResponsibility2.5TrainPeople2.6ManageConfigurations2.7Identify&InvolveRelevantStakeholders2.8Monitor&ControltheProcess2.9ObjectivelyEvaluateAdherence2.10ReviewStatuswithHigher-LevelManagementPLUS3.1ESTABLISH&MAINTAINTHEDESCRIPTIONOFADEFINEDPROCESSFOREAC

595、HPA3.2COLLECTIMPROVEMENTINFORMATIONCSMCH-4212024/9/6NCKU-CMMIProductIntegrationPAKeyPointsTheintegrationofproductcomponentsintomorecomplexproductsorintocompleteproductsCriticalaspectofintegrationthemanagementofinternalandexternalinterfacesoftheproductsandproductcomponentstoensurecompatibilityamongth

596、einterfacesProductintegrationcanbeconductedincrementallyProcess:BeginwithanalysisandsimulationsandsteadilyprogressthroughincreasinglymorerealisticincrementalfunctionalityuntilthefinalproductisachievedThelastintegrationphasewilloccurwhentheproductisdeployedatitsintendedoperationalsiteoroperationenvir

597、onment(Validation)CSMCH-4222024/9/6NCKU-CMMIProductIntegrationPAKeyPointsRelatedProcessAreas:1.RDPA-InterfaceRequirements2.TSPAInterfaces(design,implement)andtheintegrationenvironmentneeded3.VerificationPAverifyingtheinterfaces,theintegrationandprogressivelyassembledproductcomponents4.ValidationPAva

598、lidatetheproductintheuserenvirinment5.RiskManagementPARiskidentification,useprototypesinriskmitigation6.DARPASelectingappropriateSITP7.CMPAmangingchangestointerfacedefinition8.SAMPAacquiringproductsorpartsoftheintegrationenvironmentCSMCH-4232024/9/6NCKU-CMMIProductIntegrationPAKeyPointsSG1Preparefor

599、ProductIntegrationEstablishingandmaintaininganintegrationsequence,theenvironmentfortheperformingintegration,acceptancecriteria,andintegrationprocedures(DevelopTestPlanandTestProcedureSITP-1andSITP2)Producttobedeliveredalongwithtestequipment,testsoftware,otherintegrationitemssuchasfixturesPreparation

600、forintegrationstartsearlyintheprojectandtheintegrationsequenceisdevelopedconcurrentlywiththepracticesinthetechnicalsolutionprocessareaCSMCH-4242024/9/6NCKU-CMMIProductIntegrationPAKeyPointsSG1PrepareforProductIntegrationSP1.1Determinetheproduct-componentintegrationsequencePrototypehigh-riskproduct-c

601、omponentsSteps:(UseDARPA)1.Identifytheproductcomponents(Make,Buy,Reuse)tobeintegrated2.Identifytheproductintegrationverificationstobeperformedusingthedefinitionoftheinterfacesbetweentheproductcomponents3.Identifythecriteriaandalternativeproductcomponentsintegrationsequencesandselectthebestintegratio

602、nsequence4.RecordtherationalefordecisionmadeWP:SITP-1productintegrationsequenceincludingrationaleforselectedCSMCH-4252024/9/6NCKU-CMMIProductIntegrationPAKeyPointsSG1PrepareforProductIntegrationSP1.2EstablishtheproductintegrationenvironmentRefertoTechnicalSolutionMakeorbuydecisionEnvironmentcaneithe

603、rbeacquired,usingthereuseofexistingorg.resourcesordevelopedSteps:1.Identifytherequirementsforthetestenvironment2.Identifyverificationcriteriaandprocedureforthetestenvironment3.DeveloporpurchaseTestequipments(Maybeacomplexproject)4.MaintainanintegrationenvironmentthroughouttheprojectWP:Supportdocumen

604、tationforthetestenvironment(SITP-1)CSMCH-4262024/9/6NCKU-CMMIProductIntegrationPAKeyPointsSG1PrepareforProductIntegrationSP1.3EstablishintegrationproceduresandcriteriaforintegrationoftheproductcomponentsThenumberofincrementaliterationstobeperformedandthedetailsoftheexpectedtestsandotherevaluationsto

605、becarriedoutateachstageTraceabilityMatrixRequirementsvsTestCasesCriteriacanindicatethereadinessofofaproductcomponentacceptability(AcceptanceCriteria)Procedureandcriteriaincluding:Leveloftestingforbuildcomponents,verificationofinterfaces,validatedtocustomerrequirementsetcCSMCH-4272024/9/6NCKU-CMMIPro

606、ductIntegrationPAKeyPointsSG1PrepareforProductIntegrationSP1.3EstablishintegrationproceduresandcriteriaforintegrationoftheproductcomponentsSteps:1.Developintegrationprocedure2.Criteriaforintegration3.EstablishandmaintaincriteriaforvalidationanddeliveryoftheintegratedproductWPProductintegrationproced

607、ureandcriteriaCSMCH-4282024/9/6NCKU-CMMICSMCH-4292024/9/6NCKU-CMMIProductIntegrationPAKeyPointsSG2EnsureinternalandexternalinterfaceCompatibilityProductintegrationproblemsarisefromunknownoruncontrolledaspectofbothinternalandexternalinterfaces(interfacerequirementsanddesignandimplementedshouldbecompl

608、eteandcompatiableSP2.1ReviewinterfacedescriptionforcompletenessInadditiontoproductcomponentinternalandexternalinterfaces,alltheinterfacesshouldincludetheproductcomponentintegrationenvironmentCSMCH-4302024/9/6NCKU-CMMIProductIntegrationPAKeyPointsSG2EnsureinternalandexternalinterfaceCompatibilitySP2.

609、1ReviewinterfacedescriptionforcompletenessThreeclassesenvironmental,physicalandfunctionalTypicalcategoriesmessage,mechanical,electrical,humaninterfaceetcSteps:1.Reviewinterfacedataforcompletenessandensurecompletecoverageofallinterfaces1.Messageorigination,destination,stimulusandprotoca-ols2.Electric

610、al,human-machineinterfaceCSMCH-4312024/9/6NCKU-CMMIProductIntegrationPAKeyPointsSG2EnsureinternalandexternalinterfaceCompatibilitySP2.1ReviewinterfacedescriptionforcompletenessSteps:2.EnsurecorrectconnectiontothejoiningproductcomponentsWPListofinterfacespercategory,Mappingoftheinterfacestotheproduct

611、componentsandproductintegrationenvironmentCSMCH-4322024/9/6NCKU-CMMIProductIntegrationPAKeyPointsSG2EnsureinternalandexternalinterfaceCompatibilitySP2.2Manageinternalandexternalinterfacedefinitions,designsandchangesforproductsandproductcomponentsMaintenanceoftheconsistencyoftheinterfacesthroughoutth

612、elifeofproductandresolutionofconflictnoncomplianceandchangeissuesProductcomponentinterfaceandtheinterfacewiththeenvironmentSteps:1.Ensurethecompatibilityoftheinterfacesthroughoutthelifeoftheproject2.Resolvetheconflict,3.MaintainrepositoryforinterfacedataaccessabletoprojectparticipartsWPInterfacedesc

613、ription,API,InterfacedefinedCSMCH-4332024/9/6NCKU-CMMICSMCH-4342024/9/6NCKU-CMMIProductIntegrationPAKeyPointsSG3Assembleproductcomponentsanddeliverytheintegrated,verified,andvalidatedproductPerformSystemintegrationtest,acceptancetestbasedSITP1andSITP2Testreadinessreviewrequiredbeforeperformedthetest

614、sSP3.1ConfirmreadinessofproductcomponentforintegrationSteps:1.Trackthestatusofallproductcomponentsassoonastheybecomeavailableforintegration2.EnsurethatproductcomponentsaredeliveredtotheproductintegrationenvironmentaccordancewithSITP1andSITP2CSMCH-4352024/9/6NCKU-CMMIProductIntegrationPAKeyPointsSG3A

615、ssembleproductcomponentsanddeliverytheintegrated,verified,andvalidatedproductSP3.1ConfirmreadinessofproductcomponentforintegrationSteps:3.Confirmthereceiptofeachproperlyidentifyproductcomponent4.Ensurethateachreceivedproductcomponentmeetthedescription5.Checktheconfigurationstatusagainsttheexpectedco

616、nfiguration6.Performpre-checkofallthephysicalinterfacebeforeconnectingproductcomponentstogetherWPEnsurethateachreceivedproductcomponentmeetsitsdescriptionCSMCH-4362024/9/6NCKU-CMMICSMCH-4372024/9/6NCKU-CMMIProductIntegrationPAKeyPointsSG3Assembleproductcomponentsanddeliverytheintegrated,verified,and

617、validatedproductSP3.2Assembleproductcomponentsaccordingtointegrationsequenceandprocedure(SITP1andSITP2)ReferverificationandvalidationSteps:1.Ensurethereadinessoftheproductintegrationenvironment2.Ensurethattheassemblysequenceisproperlyperformed(RegressingTestingUseTraceabilityMatrix)3.Recordappropria

618、teinformationWPAssembledproductorproductcomponentsCSMCH-4382024/9/6NCKU-CMMIProductIntegrationPAKeyPointsSG3Assembleproductcomponentsanddeliverytheintegrated,verified,andvalidatedproductSP3.3EvaluateassembledproductcomponentsTheevaluationinvolveexamingandtestingassembledproductcomponentsforperforman

619、ce,suitability,orreadinessusingavailableproceduresandenvironmentPerformSITbasedonSITP1andSITP2Steps:1.Conducttheevaluationofassembledproductcomponentsfollowingtheproductintegrationsequenceandavailableprocedures2.Recordtheevaluationresults(SITP3)WPInterfaceevaluationreport,SITP3CSMCH-4392024/9/6NCKU-

620、CMMIProductIntegrationPAKeyPointsSG3Assembleproductcomponentsanddeliverytheintegrated,verified,andvalidatedproductSP3.4PackageanddeliverytheproductorproductcomponenttotheappropriatecustomerPackageVerificationandvalidationbeforepackagingPackagerequirementsEconomyandeaseoftransportation,Accountability

621、,EaseandsafetyforunpackingCSMCH-4402024/9/6NCKU-CMMIProductIntegrationPAKeyPointsSG3Assembleproductcomponentsanddeliverytheintegrated,verified,andvalidatedproductSP3.4PackageanddeliverytheproductorproductcomponenttotheappropriatecustomerSteps:1.DeliveryReadinessReviewSITP3includingverificationandval

622、idationresults,supportdocumentation(UG,SOM,.)toensurethatissuesrelatedpackinganddeliveryoftheproductareidentifiedandresolved2.Useeffectivemethodstopackageanddeliverytheproduct(EX.Softwaredisksanddocumentation)CSMCH-4412024/9/6NCKU-CMMIProductIntegrationPAKeyPointsSG3Assembleproductcomponentsanddeliv

623、erytheintegrated,verified,andvalidatedproductSP3.4PackageanddeliverytheproductorproductcomponenttotheappropriatecustomerSteps:3.Satisfytheapplicablerequirementsandstandardsforpackinganddeliverytheproduct(SoftwareTypeofstorage,SystemEngineeringsafety,environment,)4.Preparetheoperationalsiteforinstall

624、ationoftheproduct5.Delivertheproductandrelateddocumentationandconfirmreceiopt6.Installtheproductattheoperationalsiteandconfirmcorrectoperation(Validation)-CSMCH-4422024/9/6NCKU-CMMICSMCH-4432024/9/6NCKU-CMMICSMCH-4442024/9/6NCKU-CMMISP3.4Packageanddeliverytheproductorproductcomponenttotheappropriate

625、customerSoftwareDeliveryandProceduresPlanning1.PRODUCT IDENTIFICATIONSpecify the version number of the program set being released and the date of the release. Also list the version number(s) and date(s) of the program(s) in the program set being released.CSMCH-4452024/9/6NCKU-CMMISoftwareDeliveryand

626、ProceduresPlanning2RELEASEList the items released and indicate the medium, computer resources, and other pertinent information. Provide instructions for installing the software or reference the UGISOM.CSMCH-4462024/9/6NCKU-CMMISoftwareDeliveryandProceduresPlanning3. NEW OR CHANGED CAPABILITIES* An R

627、elease Document shall record additional data pertinent to the status of the software and deliverables. Summarize the new, deleted, and changed capabilities for this release. List the change requests approved and implemented in this release.CSMCH-4472024/9/6NCKU-CMMISoftwareDeliveryandProceduresPlann

628、ing4. PROBLEM DISPOSITIONList and summarize the problem reports closed with this release. CSMCH-4482024/9/6NCKU-CMMISoftwareDeliveryandProceduresPlanning5. DETAILED CONTENTS*An Release Document shall include an inventory of all items delivered to subsystem integration and testing. Identify the dates

629、 and versions of all program set elements and documents being released. Include versions for all units.CSMCH-4492024/9/6NCKU-CMMISoftwareDeliveryandProceduresPlanning6. DETAILED BUILDING INSTRUCTIONSSpecify the instructions for executing the automated procedures to build the release. List the major

630、procedures to compile and link the program set elements and to compose the documents.CSMCH-4502024/9/6NCKU-CMMISoftwareDeliveryandProceduresPlanning7. DISTRIBUTION ListsCSMCH-4512024/9/6NCKU-CMMIProductIntegrationPAKeyPoints1.GP2.3Resources1.Toolsprototyping,analysis,simulation,interfacemanagement,a

631、ssembly(Compilers,makefile,.)2.GP2.5Training1.Testingmethods,packagingstandards3.GP2.6Manageconfiguration1.Interfacedescription,SITP1,SITP24.GP2.8Monitorandcontroltheprocess1.Integrationfiles(numberofexceptiondfound),Problemreports,defeat,5.GP2.91.Productintegraqtionprocessagainstitsprocessdescripti

632、on,standards,andproceduresandaddressnoncompliance2.Ensuringinterfacecompatibility3.AlltestreadinessreviewCSMCH-4522024/9/6NCKU-CMMIBriefingConceptTheRequirements&EngineeringProcessAreas RDPIValCustomerTSVerREQMRequirementsCustomerneedsProduct&productcomponentrequirementsProductcomponents,workproduct

633、s,verificationandvalidationreportsProductcomponentsAlternativesolutionsRequire-mentsProductCSMCH-4532024/9/6NCKU-CMMIVerificationandValidationDefinition(IEEEStandardGlossary)VerificationDefinedastheprocessofevaluatingasystemorcomponenttodeterminewhethertheproductsofagivendevelopmentphasesatisfytheco

634、nditionsimposedatthestartofthephaseValidationDefinedastheprocessofevaluatingasystemorcomponentduringattheendofthedevelopmentphasetodeterminewhetheritsatisfiedspecifiedrequirementsIV&VDefinedasV&Vperformedbyanorganizationthatistechnically,manageriallyandfinanciallyindependentofthedevelopmentorganizat

635、ionCSMCH-4542024/9/6NCKU-CMMIVerification PurposePurposeThepurposeofVerificationistoassurethatselectedworkproductsmeettheirspecifiedrequirementsCSMCH-4552024/9/6NCKU-CMMIBenefitsProcessesonincrementalconfirmationoftheimplementationofrequirementsEnablesearlyandon-goingconfirmationofbuildingtheproduct

636、right(earlydetectionofdefeat)Increasethelikehoodofcustomerandend-usersatisfactionSubstantiallyincreasethelikelihoodthatthrproducttheorg.deliverswillmeetthecustomer,productandproduct-componentrequirementsCSMCH-4562024/9/6NCKU-CMMIVerification Specific GoalsSpecificGoals:SG1PrepareforverificationPrepa

637、rationforverificationisconducted.SG2PerformpeerreviewsPeerreviewsareperformedonselectedworkproducts.SG3VerifyselectedworkproductsSelectedworkproductsareverifiedagainsttheirspecifiedrequirements.CSMCH-4572024/9/6NCKU-CMMIVerification (VE)SG1 PrepareforverificationSP1.1Selectworkproductforverification

638、SP1.2EstablishtheverificationenvironmentSP1.3EstablishverificationproceduresandcriteriaCSMCH-4582024/9/6NCKU-CMMIVerification (VE)SG2 PerformpeerreviewsSP2.1PrepareforpeerreviewsSP2.2ConductpeerreviewsSP2.3AnalyzepeerreviewdataCSMCH-4592024/9/6NCKU-CMMIVerification (VE)SG3 Verifyselectedworkproducts

639、SP3.1PerformverificationSP3.2AnalyzeverificationresultsandidentifycorrectiveactionCSMCH-4602024/9/6NCKU-CMMIVERIFICATIONGENERICGOAL3(CapabilityLevel2)THEPROCESSISINSTITUTIONALIZEDASADEFINEDPROCESSALLGENERICPRACTICES2.1EstablishanOrganizationalPolicy2.2PlantheProcess2.3ProvideResources2.4AssignRespon

640、sibility2.5TrainPeople2.6ManageConfigurations2.7Identify&InvolveRelevantStakeholders2.8Monitor&ControltheProcess2.9ObjectivelyEvaluateAdherence2.10ReviewStatuswithHigher-LevelManagementPLUS3.1ESTABLISH&MAINTAINTHEDESCRIPTIONOFADEFINEDPROCESSFOREACHPA3.2COLLECTIMPROVEMENTINFORMATIONCSMCH-4612024/9/6N

641、CKU-CMMIVerification(VER)PAKeyPointsThreeActivities:VERPreparation,VERPerformanceandIdentificationofCorrectiveActionItoccursthroughoutthedevelopmentoftheproductsandworkproducts,beginningwiththeVERoftherequirementsVerificationYoubuiltitright(Reflectthespecifiedtherequirements)ValidationYoubuilttherig

642、htthing(Fulfillitsintendeduse)Peerreviewaprovenmechanismforeffectivedefeatremoval(ROI1:18)InspectionStructuredWalkthroughsCSMCH-4622024/9/6NCKU-CMMIVerification(VER)PAKeyPointsRelatedProcessAreasValidationProductorproductcomponentsfulfillitsintendedusewhenplacedintheintendedenvironmentRequirementdev

643、elopmentsthegenerationofcustomerrequirements,.RequirementManagementforbaselinedrequirementsProductionintegrationVerificationofcomponentinterfacesProjectPlanningandProjectmonitorandcontrolpeerreviewresultsforsupportprojectmonitorandcontrolM&AmeasuringresultsofpeerreviewsCSMCH-4632024/9/6NCKU-CMMIVeri

644、fication(VER)PAKeyPointsSG1PrepareforVerificationUp-frontpreparationisnecessaryVERincludesselection,inspection,testing,analysesanddemonstrationofworkproductsRemark:PeerReviewisoneofthepowerfulmethodforVerificationMethodsofVERinspections,peerreviews,audits,walkthroughs,analysis,simulation,testingandd

645、emonstrationSystemEngineeringpathcoveragetesting,load,stressandperformancetesting,decision-table-basedtesting,functional-decomposition-basetesting,test-casereuse,acceptancetestsCSMCH-4642024/9/6NCKU-CMMIVerification(VER)PAKeyPointsSG1PrepareforVerificationSP1.1Selectworkproductsforverificationandver

646、ificationmethodsSteps:1.Identifyworkproductsforverificationandidentifytherequirementstobesatisfiedbyeachselectedproducts2.Identifytheverificationmethodforeachselectedworkproduct3.SubmittointegrationwiththeprojectfortheaboveitemsWPListsofworkproductsandverificationmethodfpreachselectedworkproductCSMC

647、H-4652024/9/6NCKU-CMMIVERSP1.1For Systems EngineeringVerification for systems engineering typically includes prototyping, modeling, and simulation to verify adequacy of system design (and allocation).For Hardware EngineeringVerification for hardware engineering typically requires a parametric approa

648、ch that considers various environmental conditions (e.g., pressure, temperature, vibration, and humidity), various input ranges (e.g., input power could be rated at 20V to 32V for a planned nominal of 28V), variations induced from part to part tolerance issues, and many other variables. Hardware ver

649、ification normally tests most variables separately except when problematic interactions are suspected.CSMCH-4662024/9/6NCKU-CMMIVerification(VER)PAKeyPointsSG1PrepareforVerificationSP1.2EstablishtheverificationenvironmentneededtosupportverificationEx.ProductIntegration(PI)TestEnvironmentforInterface

650、VerificationSteps:1.Verificationenvironmentsrequirements2.Verificationenvironmentmaybeacquired,developed,reused,modifiedorcombination3.AcquiresResourcestools,equipments,simulators.Emulators,scenariogenerators,interfaceverifydatagenerators,WPVerificationenvironmentCSMCH-4672024/9/6NCKU-CMMIVerificati

651、on(VER)PAKeyPointsSG1PrepareforVerificationSP 1.3 Establish verification procedures and criteria for the selected work productCriteria - To ensure that the work products meet their requirementsCriteriaexamplesProductrequirements,standards,Org.policy,testing,.etcVerificationprocedures,verificationcri

652、teria,expectedresults,WPVerificationCriteriaandVerificationProceduresCSMCH-4682024/9/6NCKU-CMMICSMCH-4692024/9/6NCKU-CMMIVerification(VER)PAKeyPointsSG2PerformPeerReviewsonSelectedWorkProductsAppliedtoWorkProductssuchasDocumentationandtrainingworkproductsRemark:NoBossinvolvedEffectiveengineeringmeth

653、odstoidentifydefeatsforremovalandcorrectiveactionsSP2.1PreparePeerReviewsonselectedworkproductsStaffandKeyReviewers,Reviewmaterials,schedule,etcCSMCH-4702024/9/6NCKU-CMMIVerification(VER)PAKeyPointsSG2PerformPeerReviewsonSelectedWorkProductsSP2.1PreparepeerreviewfortheselectedworkproductsSteps:1.Det

654、erminewhattypeofpeerreview?Inspection?Walkthrough?2.Determinerequirementsforcollectingdataduringthepeerreview(M&A)3.IdentifyentryandexitcriteriaforthepeerreviewDocumentationavalibility,4.Schedule5.Assignrolesleader,reader,recorder,authorCSMCH-4712024/9/6NCKU-CMMIVerification(VER)PAKeyPointsSG2Perfor

655、mPeerReviewsonSelectedWorkProductsSP2.2ConductpeerreviewfortheselectedworkproductsandidentifyissuesresultsfromthepeerreviewTofindandremovedefeatsearly.Thisreviewsarestructuredandarenotmanagementreviews.Workproductinreview,notonthepersonwhoproduceditGuidelines:1.Sufficientpreparation2.Theconductmustm

656、anagedandcontrolled3.Datamustberecorded4.ActionitemsmustberecordedandactionsCSMCH-4722024/9/6NCKU-CMMIVerification(VER)PAKeyPointsSG2PerformPeerReviewsonSelectedWorkProductsSP2.2ConductpeerreviewfortheselectedworkproductsandidentifyissuesresultsfromthepeerreviewSteps:1.Assignedroles2.Documentdefeats

657、andissuesandcollectdata3.Actionitemsandcommunicatewithrelevantstakeholders4.MeetexitcriteriaWPPeerReviewResults,issues,anddataCSMCH-4732024/9/6NCKU-CMMIVerification(VER)PAKeyPointsSG2PerformPeerReviewsonSelectedWorkProductsSP2.3Analyzepeerreviewdatapreparation,conductandresultsofpeerreviewRecord,sto

658、re,thedataProductname,productsize,reviewteammember,typeofpeerreview,Time(Preparation,lengthodreview,Numberofdefeats,etcEnsurethedataarenotusedinappropriatelyAnalyzethepeerreviewdataWP-PeerreviewdataandactionitemsCSMCH-4742024/9/6NCKU-CMMIPracticalIssuesTheProjectOfficemayhaveseveralbarrierstoeffecti

659、vedocumentinspection,suchasInsufficientquantity/availabilityofpersonnelInsufficienttechnicalordomainknowledgeScheduleconstraintsExample:Ifyouhavea300pagerequirementsdocumentandinspectioneffortistypically1hr/page,arethereresourcesavailabletoinvest300hourstoinspectthatdocument?Howmanydayswillthistake?

660、CSMCH-4752024/9/6NCKU-CMMICSMCH-4762024/9/6NCKU-CMMIRepresentativeCodeInspectionDatafromaRealMaintenanceprojectNumberofInspectorsInspectionPreparationTimeCodeInspectionTimeNumberofDefectsLinesofCode77.813.5254.368.19.5287.454.41.3060.152.82.511320.6618.00.92116.264.71.5246.663.03.00301.652.62.5362.0

661、CSMCH-4772024/9/6NCKU-CMMIMultiplicativeDefectRemovalModel-Example:CodeDefects;HighRatingsAnalysis:0.7ofdefectsremainingReviews:0.4ofdefectsremainingTesting:0.31ofdefectsremainingTogether:(0.7)(0.4)(0.31)=0.09ofdefectsremainingHowvalidisthis?-Allcatchsamedefects:0.31ofdefectsremaining-Mostlycatchdif

662、ferentdefects:0.01ofdefectsremainingCSMCH-4782024/9/6NCKU-CMMIExampleUMD-USCCeBASEDataComparisons“Underspecifiedconditions,”Peerreviewsaremoreeffectivethanfunctionaltestingforfaultsofomissionandincorrectspecification(UMD,USC)Functionaltestingismoreeffectivethanreviewsforfaultsconcerningnumericalappr

663、oximationsandcontrolflow(UMD,USC)Bothareaboutequallyeffectiveforresultsconcerningtypos,algorithms,andincorrectlogic(UMD,USC)CSMCH-4792024/9/6NCKU-CMMIVerification(VER)PAKeyPointsSG3VerifyselectedworkproductsagainsttheirspecifiedrequirementsSP3.1PerformVerificationRemark:PeerReviewisoneofSeveralVerif

664、icationMethodsIntheearlyremoveofdefeats.VerificationsaveconsiderablecostoffaultisolationandreworkassociatedwithtroubleshootingproblemsPerformverificationagainsttherequirementsRecordstheresultsandidentifytheactionitems,WPVerificationresults,reports,demonstration,asrunprocedurelogCSMCH-4802024/9/6NCKU

665、-CMMIVerification(VER)PAKeyPointsSG3VerifyselectedworkproductsagainsttheirspecifiedrequirementsSP3.2AnalyzeverificationresultsandidentifycorrectiveactionCompareactualresultswithexpectedresults(Technicalperformanceparameters)AnalyzetheverificationdataondefeatsRecordanalyzedataHowdefeatsmayneresolvedV

666、erificationProfile,defeatcategory,VerificationproblemstatusandtrendsWPAnalysisReportsandCorrectiveActionsCSMCH-4812024/9/6NCKU-CMMIRelationshipofPI,VER,VALActivityVERVALDevelopSTPDevelopSTCReadinessReviewSystemIntegrationTestSystemOperationTestSystemAcceptanceTestPIVER500 Plan/VER300 peer reviewVER6

667、00VAL 900VAL200 planM3M4PIProductIntegrationVERVerificationVALValidationCPMSV1.1ProcessElementsVER300PeerReviewVER500EstablishIntegrationTestingPlanVER600PerformProductIntegrationTestingVAL200PrepareValidationVAL500ValidationVAL900PerformSystemTestVAL 500VER500 Plan/VER300 peer reviewUseoperationals

668、cenariosfortesting(functional).CSMCH-4822024/9/6NCKU-CMMICSMCH-4832024/9/6NCKU-CMMICSMCH-4842024/9/6NCKU-CMMIVerification(VER)PAKeyPointsGP2.1E&MOrg.expectationsforE&Mverificationmethods,procedures,criteriaverificationenvironment,performingpeerreviews,andverifyingproductsGP2.2Performingtheverificati

669、onprocessisincludedintheprojectplan(PPPA)GP2.3ResourcesTestcasesgenerators,testcoverageanalyzes,simulatorsGP2.8Verificationprofile(Defeatfound,.),#ofdefeatsdetectedydefeatcategory,verificationproblemreportstatusCSMCH-4852024/9/6NCKU-CMMIBriefingConceptTheRequirements&EngineeringProcessAreas RDPIValC

670、ustomerTSVerREQMRequirementsCustomerneedsProduct&productcomponentrequirementsProductcomponents,workproducts,verificationandvalidationreportsProductcomponentsAlternativesolutionsRequire-mentsProductCSMCH-4862024/9/6NCKU-CMMIVerificationandValidationDefinition(IEEEStandardGlossary)VerificationDefineda

671、stheprocessofevaluatingasystemorcomponenttodeterminewhethertheproductsofagivendevelopmentphasesatisfytheconditionsimposedatthestartofthephaseValidationDefinedastheprocessofevaluatingasystemorcomponentduringattheendofthedevelopmentphasetodeterminewhetheritsatisfiedspecifiedrequirementsIV&VDefinedasV&

672、Vperformedbyanorganizationthatistechnically,manageriallyandfinanciallyindependentofthedevelopmentorganizationCSMCH-4872024/9/6NCKU-CMMIValidation PurposePurposeThepurposeofValidationistodemonstratethataproductrequirements(RDSP3.5),aproductorproductcomponentfulfilsitsintendedusewhenplacesinitsintende

673、denvironment.CSMCH-4882024/9/6NCKU-CMMIBenefitsYoubuilttherightthingRequirementsarewellunderstoodbyallofthestakeholdersandaretiedtospecificcustomerneedsCandemonstratethattheproductorproductcomponentsatisfiesthecustomerandwillworkintheintendedenvironmentProductsareusableandmaintainableValidationminim

674、izessurprisesduringoperationaldeploymentCSMCH-4892024/9/6NCKU-CMMIValidation Specific GoalsSpecificGoals:SG1 PrepareforvalidationPreparationforvalidationisconducted.SG2 ValidateproductorproductcomponentsTheproductorproductcomponentsarevalidatedtoensurethattheyaresuitableforuseintheirintendedoperatin

675、genvironment.CSMCH-4902024/9/6NCKU-CMMIValidation (VA)SG1 PrepareforvalidationSP1.1SelectproductsforvalidationSP1.2EstablishthevalidationenvironmentSP1.3DefinevalidationproceduresandcriteriaCSMCH-4912024/9/6NCKU-CMMIValidation (VA)SG2 ValidateproductorproductcomponentsSP2.1PerformvalidationSP2.2Anal

676、yzevalidationresultsCSMCH-4922024/9/6NCKU-CMMIVALIDATIONGENERICGOAL3(CapabilityLevel2)THEPROCESSISINSTITUTIONALIZEDASADEFINEDPROCESSALLGENERICPRACTICES2.1EstablishanOrganizationalPolicy2.2PlantheProcess2.3ProvideResources2.4AssignResponsibility2.5TrainPeople2.6ManageConfigurations2.7Identify&Involve

677、RelevantStakeholders2.8Monitor&ControltheProcess2.9ObjectivelyEvaluateAdherence2.10ReviewStatuswithHigher-LevelManagementPLUS3.1ESTABLISH&MAINTAINTHEDESCRIPTIONOFADEFINEDPROCESSFOREACHPA3.2COLLECTIMPROVEMENTINFORMATIONCSMCH-4932024/9/6NCKU-CMMIValidationPAKeyPointsVerificationYoubuilditright(WhiteBo

678、xTesting)ValidationBuildtherightthing(BlackTesting)OperatinginitsintendedenvironmentTheentireenvironmentmaybeusedoronlypartofitRelatedProcessAreas1.RDRequirementvalidation2.TSValidationissues(Operationalissues)areidentifiedthataffecttheproductdesign3.VerificationVerifyingtheproductorproductcomponent

679、meetsitrequirementsCSMCH-4942024/9/6NCKU-CMMIValidationPAKeyPointsSG1PrepareforvalidationIncludesselectingproductsorproductcomponentsforvalidationEstablishingandmaintainingthevalidationenvironment,proceduresandcriteriaIncludingreplacement,maintenanceandtrainingproductsTheenvironmentusedforproductint

680、egrationandverificationmaybeconsideredincollaborationwiththevalidationenvironmenttoreducecostandimproveefficiencyorproductivityCSMCH-4952024/9/6NCKU-CMMIValidationPAKeyPointsSG1PrepareforvalidationSP1.1SelectproductsforvalidationandthevalidationmethodsthatwillbeusedThescopeofthevalidationshouldbedet

681、erminedsuchasoperationalbehavior,maintenance,traininganduserinterfacesDuringrequirementdevelopment,-EnsurethatproductorproductcomponentcanbevalidatedintheoperationalenvironmentThevalidationmethodsaddressthedevelopment,maintenance,supportandtrainingfortheproductorproductcomponentValidationmethodsshou

682、ldbeselectedearlyinthelifeofproductandagreetobytherelevantstakeholderCSMCH-4962024/9/6NCKU-CMMIValidationPAKeyPointsSG1PrepareforvalidationSP1.1SelectproductsforvalidationandthevalidationmethodsthatwillbeusedSteps:1.Identifythekeyprinciples,featuresandphasesforproductorproductcomponentsvalidationthr

683、oughoutthelifeoftheproduct2.Determinesusersneededforvalidationsuchasoperational,maintenance,trainingorsupportDemothatmaintenancetoolsareoperatingwiththeactualproductCSMCH-4972024/9/6NCKU-CMMIValidationPAKeyPointsSG1PrepareforvalidationSP1.1Selectproductsforvalidationandthevalidationmethodsthatwillbe

684、usedSteps:3.Selecttheproductorproductcomponentsforvalidated4.Selecttheevaluationmethodforproductorproductcomponentvalidation5.Reviewthevalidationselection,constraints,andmethodswithrelevantstakeholderWPListsofproductorproductcomponentforvalidation,validationmethodsCSMCH-4982024/9/6NCKU-CMMISP1.1For

685、Hardware EngineeringHardware validation activities include modeling to validate form, fit, and function of mechanical designs; thermal modeling; maintainability and reliability analysis; timeline demonstrations; and electrical design simulations of electronic or mechanical product components.CSMCH-4

686、992024/9/6NCKU-CMMIValidationPAKeyPointsSG1PrepareforvalidationSP1.2EstablishthevalidationenvironmentRequirementsforthevalidationenvironmentaredrivenbyproductorproductcomponentselected,bythetypeofworkproduct(Ex.Design,prototypeandfinalversion),andbythemethodsofvalidationMayincludethereuseofexistingr

687、esourcesValidationenvironmentelementsExample:1.TesttoolsinterfacedwiththeproductbeingvalidatedCSMCH-5002024/9/6NCKU-CMMIValidationPAKeyPointsSG1PrepareforvalidationSP1.2EstablishthevalidationenvironmentValidationenvironmentelementsExample:2.Embeddedtestsoftware3.Recordingtoolsforfurtheranalysisandre

688、play4.Simulatedinterfacedsystemsorcomponent(Dummy)5.Realinterfacesystems6.Facilitiesandcustomer-supplyproducts7.DedicatednetworktestenvironmentCSMCH-5012024/9/6NCKU-CMMIValidationKeyPointsSG1PrepareforvalidationSP1.2EstablishthevalidationenvironmentSteps:1.Identifyvalidationenvironmentrequirements2.

689、Identify customer supplied products3.Identify reuse items4.Identifytestequipmentandtools5.Identifyvalidationresourcesthatareavailableforreuseandmodification6.Plan the availability of resources in detailsWPValidationenvironment(SITP1andSITP2)CSMCH-5022024/9/6NCKU-CMMIValidationPAKeyPointsSG1Preparefo

690、rvalidationSP1.3EstablishValidationProcedureandCriteriaEnsureproductwillfulfillsintendedusewhenplacedinitsintendedenvironmentSourcesforvalidationcriteria:1.Productrequirements2.Standards3.Customeracceptancecriteria4.Environmentalperformance5.ThresholdsofperformancedeviationCSMCH-5032024/9/6NCKU-CMMI

691、ValidationPAKeyPointsSG1PrepareforvalidationSP1.3EstablishValidationProcedureandCriteriaSteps:1.Reviewtheproductrequirementsanddesigntoensurethatissuesaffectingvalidationoftheproductareidentifiedandresolved2.Documenttheenvironment,operationalscenario(SeeRDSP3.1OperationConceptsandScenario),procedure

692、s,inputs,outputs,andcriteriaforthevalidationoftheselectedproductWP:Validationproceduresandcriteria.Testandevaluationproceduresformaintenance,trainingandsupportCSMCH-5042024/9/6NCKU-CMMICSMCH-5052024/9/6NCKU-CMMIValidationPAKeyPointsSG2Validateproductorproductcomponentstoensurethattheyaresuitableforu

693、seintheirintendedoperatingenvironmentOperational,maintenance,trainingandsupportservicesSP2.1PerformValidation(tests,inspection,demonstration,evaluation)Tobeacceptabletousers,aproductmustperformasexpectedinitsintendedoperationalenvironmentTraceabilityRegressingTestingValidationtestreportWPValidationr

694、eports(Results),Anomalyreport,OperationalDemonstrationCSMCH-5062024/9/6NCKU-CMMIRegressingTestingUseVerticalTraceability(RVsTestCases)andHorizontalTraceabilitytoidentifyAnomalyImpactRequirementsCSMCH-5072024/9/6NCKU-CMMIValidationPAKeyPointsSG2Validateproductorproductcomponentstoensurethattheyaresui

695、tableforuseintheirintendedoperatingenvironmentSP2.2AnalyzevalidationresultsAnalyzeagainstthedefinedvalidationcriteriaDocumentthedegreeofsuccessorfailureandcategorizecauseoffailureBadtestresultsmayduetoavalidationproceduresproblemsoravalidationenvironmentproblemsCSMCH-5082024/9/6NCKU-CMMIValidationPA

696、KeyPointsSG2ValidateproductorproductcomponentstoensurethattheyaresuitableforuseintheirintendedoperatingenvironmentSP2.2AnalyzevalidationresultsSteps:1.Compareactualresultstoexpectedresults2.Identify the problems with - do not perform suitably in their operational environment, or identify problems wi

697、th the methods, criteria, or environment3.AnalyzethevalidationdatafordefeatCSMCH-5092024/9/6NCKU-CMMIValidationPAKeyPointsSG2ValidateproductorproductcomponentstoensurethattheyaresuitableforuseintheirintendedoperatingenvironmentSP2.2AnalyzevalidationresultsSteps:4.Recordtheresultsoftheanalysisandiden

698、tifyissues5.UsevalidationresultstocompareactualmeasurementsandperformancetointendeduseoroperationneedWP-ValidationdeficiencyreportsorissuesCSMCH-5102024/9/6NCKU-CMMICSMCH-5112024/9/6NCKU-CMMICSMCH-5122024/9/6NCKU-CMMI規劃規劃需求分析需求分析設計設計程式製作程式製作元件測試元件測試產品整產品整合合初步設計初步設計細部設計細部設計PPRDTSVERPEER REVIEW PPQA監審

699、監審計畫計畫(測試需求測試需求)TESTINGPrototypingTest plan(驗證環境規劃驗證環境規劃)Procedure(驗證環境建立驗證環境建立)測試測試(Test report)VALTESTING計畫計畫Operational concepts and scenarioTest plan Procedure 支援文支援文SOMUG測試測試(Test report)M8_V&V與PA關聯演進表CSMCH-5132024/9/6NCKU-CMMITest PlansSub-systemintegrationtestplanSystemintegrationtestAcceptan

700、cetestSub-systemintegrationtestServiceMaintainTestAnalysisRequirementsspecificationSystemspecificationAcceptancetestplanSystemintegrationtestplanSystemdesignDetaileddesignDesignModuleandunitcodeandtestCodeCSMCH-5142024/9/6NCKU-CMMIRelationshipofPI,VER,VALActivityVERVALDevelopSTPDevelopSTCReadinessRe

701、viewSystemIntegrationTestSystemOperationTestSystemAcceptanceTestPIVER500 Plan/VER300 peer reviewVER600VAL 900VAL200 planM3M4PIProductIntegrationVERVerificationVALValidationCPMSV1.1ProcessElementsVER300PeerReviewVER500EstablishIntegrationTestingPlanVER600PerformProductIntegrationTestingVAL200PrepareV

702、alidationVAL500ValidationVAL900PerformSystemTestVAL 500VER500 Plan/VER300 peer reviewUseoperationalscenariosfortesting(functional).CSMCH-5152024/9/6NCKU-CMMIValidationPAKeyPointsGP2.1-E&MOrg.expectationsforE&Mvalidationmethods,procedures,criteriavalidationenvironment,thatensuretheproductsatisfyusern

703、eedsintheirintendedoperationalenvironmentGP2.3ProvideresourcesTestmanagementtools,testcasegenerators,simulators,load,stressandperformancetoolsGP2.5TrainingApplicationdomain,Validationprinciples,standardsandmethods,intendeduseenvironmentGP2.6ManageconfigurationSITP1,SITP2,SITP3CSMCH-5162024/9/6NCKU-C

704、MMIGoodTestingPracticesPlantestingearlyinthelifecycleRemovedefectsbeforetestingwithpeerreviews.Setcodecoveragecriteria(structural):lcodevs.pathwhatcriteriatochoose?Useoperationalscenariosfortesting(functional).Usetestresultsinreleasedecisions(e.g.,software“certification”):lopenproblemreports?lfailur

705、e/faulttrends?CSMCH-5172024/9/6NCKU-CMMIBestPractices-TestingSoftware Program Managers Network #15: ManagingTestAsAssetslEnsurethatCMreleasesallintegrationtestproductstointegrationstest.lEnsurethatsystemtestincludesstresstestandtestagainstafullrangeofoperationalscenarios.CSMCH-5182024/9/6NCKU-CMMIVa

706、lidationPAKeyPointsGP2.7StakeholderIssueswiththeend-usersorcustomersareresolvedGP2.8MeasurementDefeatnumberwrittenandclosed,problemsGP2.9Validationmethods,proceduresandcriteriaCSMCH-5192024/9/6NCKU-CMMIDiscussion: Level 3 Barriers and AcceleratorsBarriersAcceleratorsCSMCH-5202024/9/6NCKU-CMMIEnginee

707、ringProcessesExamine(YoucanbringyourProjectSRSandPEPonly)1.WhatisthepurposeofTechnicalSolution(TS)ProcessArea(PA)?2.WhatistheTSPAfocuseson?3.WhatareSpecialPractices(SP)fortheSpecialGoal1(SG)Selectproduct-ComponentSolutionsofTSPA?4.Usereal-WorldExample(Youcanuseyourproject)forselectproduct-components

708、olutions5.WhatareSpecialPractices(SP)fortheSpecialGoal2(SG)DevelopthedesignofTSPACSMCH-5212024/9/6NCKU-CMMIEngineeringProcessesExamine(YoucanbringyourProjectSRSandPEPonly)6.Usereal-WorldExample(Youcanuseyourproject)fordesigninterfacesusingcriteria7.WhatareSpecialPractices(SP)fortheSpecialGoal3(SG)im

709、plementtheproductdesignofTSPA?8.Identifyimplementsteps-Usereal-WorldExample(Youcanuseyourproject)forimplementproductdesignusingOOorstructureprogrammingmethods9.Why?UseOOmethodsorstructuringmethodsCSMCH-5222024/9/6NCKU-CMMIEnd of Session SummaryThefocusoflevel3isongainingcontrolofyourprocessesasanorg

710、anizationTheorganizationsupportstheprojectsbyestablishing:CommonprocessesCommonmeasurementsTrainingAtmaturitylevel3:bestpracticesaregatheredacrosstheorganizationprojecttailortheOSSP,asappropriateCSMCH-5232024/9/6NCKU-CMMICustomerInteractionHighmaturityorganizationstypicallyuseincrementaland/orevolut

711、ionarylifecycles.Usedatatocommunicatewithandpersuadethecustomer:lcustomerliaisonengineerlstakeholdermanagementlexpectationsmanagementDotherightthing-evenifthereiscustomerresistance.CSMCH-5242024/9/6NCKU-CMMIExerciseTask:Breakintogroups.AssumethatyouareinahighmaturityorganizationworkingwithadifficultcustomerDescribelhowyourecognizethe“difficultcustomer”lyourconcernsandanticipatedproblemslhowyouplanto“manage”thecustomerintheshorttermlyourlong-termcustomermanagementstrategylDuration:15minutesExpectedOutcome:2-3minutepresentation