Table of Contents
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NASA/SEAS Center Profile (1997-1998)
SEAS Center Process Improvement
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Approach
SEI Capability Maturity Model (CMM)
Complementary Use of Benchmarks
SEAS Center Benchmarking History
Summary of Benchmarking Activities
Similarities Found in CMM and ISO Registration
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Experiences from the 4-Year Effort
Cost* Distribution for Process
Return on Investment (ROI) from Process Improvement Efforts
Productivity-Quality Trends Over Time
ROI: Impact of CMM Maturity on Cost, Quality, Manageability
Relative Impact of Improvement Activities (Most Significant)
Relative Impact of Improvement Activities (Least Significant)
7 Steps to Success
Operate As a Level 5 Organization
Measure from “Day 1”; Build Models to “Understand”
Set Specific Incremental “Gates”
Adopt Concept of Separation of Concerns
Deploy Processes to Projects
Measure Improvement by “Product” not by “Process”
Allocate Appropriate Resources
Produce 3 Specific Products Early
Conclusion
Current Status
Organization Maturity Profile
Time to Move Up
The Five Levels of Software Process Maturity
Key Process Areas of CMM
CMM Precepts
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ROI* for Process Activities (Investment is cost of establishing - not operating) (Return is benefit to projects and organization )
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Author: Flight Dynamics Division
Email: fmcgarry@csc.com
Home Page: www.csc.com
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