The SCAMPI appraisal methods are the generally accepted methods used for conducting appraisals using CMMI models. The SCAMPI Method Definition Document (MDD) defines rules for ensuring the consistency of appraisal ratings. For benchmarking against other organizations, appraisals must ensure consistent ratings. The achievement of a specific maturity level or the satisfaction of a process area must mean the same thing for different appraised organizations.
The SCAMPI family of appraisals includes Class A, B, and C appraisal methods. SCAMPI A is the most rigorous method and the only method that can result in a rating. SCAMPI B provides options in model scope, but the characterization of practices is fixed to one scale and is performed on implemented practices. SCAMPI C provides a wide range of options, including characterization of planned approaches to process implementation according to a scale defined by the user.
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Appraisal Requirements for CMMI
The ARC document describes the requirements for several types of appraisals. A full benchmarking class of appraisal is defined as a Class A appraisal. Less formal methods are defined as Class B or Class C methods. The ARC document was designed to help improve consistency across appraisal methods, and to help appraisal method developers, sponsors, and users understand the tradeoffs associated with various methods [SEI 2006a].
Depending on the purpose of the appraisal and the nature of the circumstances, one class may be preferred over the others. Sometimes self-assessments, initial appraisals, quick-look, or mini-appraisals, incremental appraisals, or external appraisals are appropriate, and other times a formal benchmarking appraisal is appropriate.A particular appraisal method is declared an ARC Class A, B, or C appraisal method based on the sets of ARC requirements that the method developer addressed when designing the method.
Depending on the purpose of the appraisal and the nature of the circumstances, one class may be preferred over the others. Sometimes self-assessments, initial appraisals, quick-look, or mini-appraisals, incremental appraisals, or external appraisals are appropriate, and other times a formal benchmarking appraisal is appropriate.A particular appraisal method is declared an ARC Class A, B, or C appraisal method based on the sets of ARC requirements that the method developer addressed when designing the method.
Using CMMI Appraisals
Many organizations find value in measuring their progress by conducting an appraisal and thus earning a maturity level rating or a capability level achievement profile. These appraisals are typically conducted for one or more of the following reasons:
· To determine how well the organization’s processes compare to CMMI best practices and identify areas where improvement can be made
· To inform external customers and suppliers about how well the organization’s processes compare to CMMI best practices
· To meet the contract requirements of one or more customersAppraisals of organizations using a CMMI model must conform to the requirements defined in the Appraisal Requirements for CMMI (ARC) document. These appraisals focus on identifying improvement opportunities and comparing the organization’s processes to CMMI best practices. Appraisal teams use a CMMI model and ARC-conformant appraisal method to guide their evaluation of the organization as well as how they report their conclusions. The appraisal results are then used (by a process group, for example) to plan improvements for the organization.
· To determine how well the organization’s processes compare to CMMI best practices and identify areas where improvement can be made
· To inform external customers and suppliers about how well the organization’s processes compare to CMMI best practices
· To meet the contract requirements of one or more customersAppraisals of organizations using a CMMI model must conform to the requirements defined in the Appraisal Requirements for CMMI (ARC) document. These appraisals focus on identifying improvement opportunities and comparing the organization’s processes to CMMI best practices. Appraisal teams use a CMMI model and ARC-conformant appraisal method to guide their evaluation of the organization as well as how they report their conclusions. The appraisal results are then used (by a process group, for example) to plan improvements for the organization.
CMMI Models
CMMI models describe what have been determined to be best practices that organizations have found to be productive and useful to achieving their business objectives.
Regardless of your type of organization, to apply CMMI best practices, you must use professional judgment when interpreting them for your situation, needs, and business objectives. Although process areas depict the characteristics of an organization committed to process improvement, you must interpret the process areas using an in-depth knowledge of CMMI, your organization, the business environment, and the specific circumstances involved.
As you begin using a CMMI model to improve your organization’s processes, map your real-world processes to CMMI process areas. This mapping enables you to initially judge and later track your organization’s level of conformance to the CMMI model you are using and to identify opportunities for improvement.
To interpret practices, it is important to consider the overall context in which these practices are used and to determine how well the practices satisfy the goals of a process area in that context. CMMI models do not explicitly prescribe nor imply particular processes that are right for any organization or project. Instead, CMMI describes minimal criteria necessary to plan and implement processes selected by the organization for improvement based on business objectives.CMMI practices purposely use nonspecific phrases such as “relevant stakeholders,” “as appropriate,” and “as necessary” to accommodate the needs of different organizations and projects. The specific needs of a project may also differ at various points during its life.
Regardless of your type of organization, to apply CMMI best practices, you must use professional judgment when interpreting them for your situation, needs, and business objectives. Although process areas depict the characteristics of an organization committed to process improvement, you must interpret the process areas using an in-depth knowledge of CMMI, your organization, the business environment, and the specific circumstances involved.
As you begin using a CMMI model to improve your organization’s processes, map your real-world processes to CMMI process areas. This mapping enables you to initially judge and later track your organization’s level of conformance to the CMMI model you are using and to identify opportunities for improvement.
To interpret practices, it is important to consider the overall context in which these practices are used and to determine how well the practices satisfy the goals of a process area in that context. CMMI models do not explicitly prescribe nor imply particular processes that are right for any organization or project. Instead, CMMI describes minimal criteria necessary to plan and implement processes selected by the organization for improvement based on business objectives.CMMI practices purposely use nonspecific phrases such as “relevant stakeholders,” “as appropriate,” and “as necessary” to accommodate the needs of different organizations and projects. The specific needs of a project may also differ at various points during its life.
Adopting CMMI
Research has shown that the most powerful initial step to process improvement is to build strong organizational support through strong senior management sponsorship. To gain senior management sponsorship, it is often beneficial to expose senior management to the performance results experienced by others who have used CMMI to improve their processes.
For more information about CMMI performance results, see the SEI Web site at www.sei.cmu.edu/cmmi/results.html [SEI 3].
The senior manager, once committed as the process improvement sponsor, must be actively involved in the CMMI-based process improvement effort. Activities performed by the senior management sponsor include (but are not limited to) the following:
· Influence the organization to adopt CMMI.
· Choose the best people to manage the process improvement effort.
· Monitor the process improvement effort personally.
· Be a visible advocate and spokesperson for the process improvement effort.
· Ensure that adequate resources are available to enable the process improvement effort to be successful.
Given sufficient senior management sponsorship, the next step is establishing a strong, technically competent process group that represents relevant stakeholders to guide process improvement efforts.
For an organization with a mission to develop software-intensive systems, the process group might include engineers representing the different technical disciplines across the organization and other selected members based on the business needs driving improvement. For example, a systems administrator may focus on information-technology support, whereas a marketing representative may focus on integrating customers’ needs. Both members could make powerful contributions to the process group.Once your organization has decided to adopt CMMI, planning can begin with an improvement approach such as the IDEALSM (Initiating, Diagnosing, Establishing, Acting, & Learning) model.
For more information about CMMI performance results, see the SEI Web site at www.sei.cmu.edu/cmmi/results.html [SEI 3].
The senior manager, once committed as the process improvement sponsor, must be actively involved in the CMMI-based process improvement effort. Activities performed by the senior management sponsor include (but are not limited to) the following:
· Influence the organization to adopt CMMI.
· Choose the best people to manage the process improvement effort.
· Monitor the process improvement effort personally.
· Be a visible advocate and spokesperson for the process improvement effort.
· Ensure that adequate resources are available to enable the process improvement effort to be successful.
Given sufficient senior management sponsorship, the next step is establishing a strong, technically competent process group that represents relevant stakeholders to guide process improvement efforts.
For an organization with a mission to develop software-intensive systems, the process group might include engineers representing the different technical disciplines across the organization and other selected members based on the business needs driving improvement. For example, a systems administrator may focus on information-technology support, whereas a marketing representative may focus on integrating customers’ needs. Both members could make powerful contributions to the process group.Once your organization has decided to adopt CMMI, planning can begin with an improvement approach such as the IDEALSM (Initiating, Diagnosing, Establishing, Acting, & Learning) model.
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