Companies that had an appraisal experience in the past using CMMI-DEV as reference model, may have left out of the scope an important part of the company, related with services delivery. During a multiple model appraisal, additional business areas such as consultancy services, software maintenance or IT management services may also be included in the organizational scope, thus reducing the effort and cost of multiple appraisals. This presentation, delivered by Caelum in the recent CMMI Portugal Conference, gives us some insight into issues to consider in a multimodel appraisal and how to save up to 42% of effort if we perform a multiple model SCAMPI appraisal instead of two separate single model appraisals.

1. Portugal
Lessons learned about multiple model appraisals
(CMMI for Services and CMMI for Development)
How to get costs reduction
Iñigo Garro
SCAMPI Lead Appraiser
Caelum, Information & Quality Technology
Ramiro Carballo
SCAMPI Lead Appraiser
Caelum, Information & Quality Technology
Lisbon, 2013-10-18

2. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Lessons learned about multiple model
appraisals
How to get costs reduction
Abstract
Most of the companies that had an appraisal experience using
CMMI-DEV as reference model in the past, considered out of
the scope an important part of the company, related with service
delivery. During a multiple model appraisal, consultancy
services, software maintenance or IT management areas can be
included in the same organizational scope as software
development areas, reducing the effort and cost of multiple
appraisals.
raisal:
esses by a
SCAMPI app
or more proc
on of one
ppraisal
An examinati
ls using an a
rofessiona
ining, at a
ed team of p
train
sis for determ
el as the ba
, using the
ference mod
re
weaknesses
ngths and
inimum, stre
m
D.
SCAMPI MD
2

3. © 2013 CMMI Portugal Conference Series – All Rights reserved.
CMMI DEV vs. CMMI SVC
The constellations CMMI for Development and CMMI for
Services have a common set of 16 process areas. The 6
engineering process areas are exclusive from development
activities, so they are only included in CMMI-DEV.
In the same way, typical services process areas are focused
on continuity (SCON), capacity and availability (CAM),
incidents (IRP), transition (SST), strategy (STSM), delivery
(SD) and development (SSD).
d
use
are
hat and
t
st
nts ials,
tere
in
ne
r
mpo mate area of
n:
g
I co
atio f CMM trainin for an ices).
ll
te
,
v
s
ons ction o odels ument nt, ser
C
lle
tm
oc
me
A co onstruc lated d velop
e
to c isal re ition, d
ra
s
app , acqui
.
(e.g
3

4. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Identifying services
It is easy to identify which company activities could be
improved applying the benefits of these process areas,
because most of the companies implement some kind of
services model as part of its business model.
4

5. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Organizational Scope
It is important to identify which services should be included in
the organizational scope of a multiple model appraisal,
because this information is detailed in the public record of the
CMMI Institute, and, usually, marketing departments are very
interested in increasing the visibility of the principal services
the company offers to its customers.
5

6. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Effort related with the number of selected services
One consideration about this services selection is that each
kind of service is usually considered a subgroup. So, one or
more basic units of each kind of service will be sampled, and
the appraisal effort will increase as the number of samples
does.
Consultancy services, software maintenance or testing
services are usually included inside the organizational scope,
together with the software development areas, reducing the
effort of multiple SCAMPI appraisals.
6

7. Objective evidences must be provided for each sampled
basic unit, considering that they have been collected to
provide evidence on the instantiation of a service practice or
a development practice. And each one must be analyzed
n
according to the meaning we are looking for.
tatio
m en
Configuration Management
Source of OE
Document (s)
Comments
Artifact
Key Practice / Notes
Affirmation
Status
le
IID: ss Imp cription
P
ce
es
Pro ator D
Rating
c
(FI, LI, PI,
Indi
Information
Estadisticas
ORG
© 2013 CMMI Portugal Conference Series – All Rights reserved.
Appropriate Objective Evidences
NI, NY)
Needed
SG1 Baselines of identified work products are established.
Identify configuration items, components, and related work products to be placed under
FI
SP1.1 configuration management.
1
2
Appraisal Considerations:
- Be sure to consider configuration items representative of all disciplines and processes within the assessment
scope and context. In a sense, this SP specifies the constraints under which the remaining SPs should be
considered and assessed
- See model for definition and description of configuration item and its work product components
- See model for typical examples of work products that may be part of a configuration item (e.g. process
Artifact Examples:
- Identified configuration items
- Configuration management lifecycle for controlled items (e.g., owner, point at which placed under control, degree of
control, change approval.)
- Configuration management plan
Elementos bajo gestión de la configuración del proyecto: Plan de Proyecto, apartado datos y configuración. Items
con sus respectivas lineas bases
SCRUM
Plan de Proyecto
SCRUM
x
x
x
X
7

8. © 2013 CMMI Portugal Conference Series – All Rights reserved.
How to discover the services point of view
It is a failure when, after passing a CMMI DEV appraisal,
someone comments: now, we are going to implement CMMI
SVC maturity level 2, because, it is only one more process
area (SD, service delivery), and we have passed recently the
rest of requirements.
The right interpretation is that SD is the unique new process
area that is only applicable to services basic units.
But the rest of maturity level 2 process areas must be
objectively evidenced for services basic units and also for
development basic units. Twice !
8

9. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Discovering basic units that are service and project
at the same time
Some synergies of service management and project
management could help the organization to identify a set of
projects that are directly related with a set of services, trying
to reduce the number of artifacts in the appraisal.
But the use of theses artifacts must be evaluated twice: from
the services perspective and from the development one.
ce
nit: Servi
U
a
asic ect or
B
roj
AP
9

10. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Multi purpose appraisal participants
Using the same point of view, the selection of the appraisal
participants should consider the role of each person in each
basic unit, from the services and the projects perspective.
For example, a project management activity can solve a
capacity requirement, a project monitoring activity can solve
an incident management issue, and a risk management
activity can be considered part of a service continuity plan.
10

11. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Practices Interpretation issues
Depending on the experience of the process team, the
appraisal team could discuss some practices interpretation
issues during the appraisal time: how to estimate software
versus how to estimate services, differences between
software configuration management and service configuration
management, and the relationship with a CMDB
(Configuration Management DataBase), and others...
11

12. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Experience of appraisal team members
Because of that, it is required that the appraisal team
members have enough training and experience in
development and in services, so they can evaluate the
correct implementation of both kind of practices in the
appropriate environment.
ence:
Experi
bers
m Mem
l Tea
as t
praisa
ge of at le
Ap
• An avera
f
ld
ts:
Constrain
up)
(as a gro
The team
of at
25
e a total
gate of
m us t hav
f
• An aggre
n years o
eld
least te
years of fi
to
ent
relating
ch o
of fie
managem
experience f each of
mbers, ea
six years
nd at least
luding
of
to
l team me
erience, a
exp
m us t
dividua
o years
ence exc
e conten
In
th
ls
t tw
experi
member
of the
of
nce mode
ve at leas
one team
whom ha
experience ader, the refere
ix years
g the type
the
ast s
performin
the
al
team le
have at le
excluding
experience ed in each apprais
sa
appraisal
s
ontent of
of the
erience a
res
the c
of exp
This
experience
work add
relating to
xcluding
ader.
included.
ce
–e
model
team le
e referen
has field
manager
appraisal
reference
m em be r
each of th
s
t the
al team
sures tha
each team
d model. odels. This ensure
e apprais
th
clude
This en
means
m
ole has a leader.
ith each in
ers with
w
wh
memb
team as a
experience
e
that team
experienc
ely limited
bstantial
su
relativ
their
are
to support
experience thers who base
by o
dgments
balanced
vel of ju
greater le
have a
.
experience
.
12

13. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Sharing the PIID with both models
The CMMI Institute provides a structured spread sheet that is
the usual way to implement the evidences database, named
PIID. (Practice Implementation Indicator Description)
Each page contains the set of evidences of an individual
process area. The appraisal team can use the same page for
both process areas with the same name in both models.
13

14. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Work vs. Project
The same criterion can be used for WMC (Work Monitoring
and Control) versus PMC (Project Monitoring and Control)
and WP (Work Planning) versus PP (Project Planning), but
special consideration must be taken for this last case,
because WP has one more specific practice that PP.
ates
h Estim Strategy
stablis
v ic e
G1 : E
S
Work
he Ser
WP
blish t Scope of the
Esta
Work
SP 1.1 stimate the
ates of
E
SP 1.2 stablish Estim tes
E
ib u
SP 1.3 nd Task Attr Phases
ta
le
Produc efine Lifecyc nd Cost
D
ta
SP 1.4 stimate Effor
E
SP 1.5
tegy
he stra following
egy :T
e Strat eration of the
Servic consid
el of
ate lev d
es
propri
includ
t an ap bjectives an ble
a
factors
eo
ssi
tion: Th e service. Po
abstrac ts for th
se
ting tho he
strain
co n
to mee aints. T
aches
t,
str
appro
nd con , environmen
es a
v
objecti s (e.g., skills
will be
e
s) that these
c
logie
resour
techno ciated with
ew
tools, n Risks asso
essed
e addr
r
.
needed d how they a
an
factors
14

15. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Summarizing Process Areas (ML3 example)
So, the evidences database will manage 25 process areas,
where 13 are specific for services or development, and 12
are common for both models, but they have to be evaluated
from both points of view.
SSD (addition)
CMM for Services
CMMI for Development
SAM (optional)
15

16. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Quantifying costs reduction
Some numbers about experiences: Saved effort if your
organization goes to a multiple model SCAMPI instead of two
separated single model appraisals.
SAVED EFFORT AT MULTIPLE MODEL CMMI SCAMPI CLASS A
Saving
42,86%
34,62%
35,00%
Multiple Model
DEV SVC ML2
DEV SVC ML3
DEV ML3 SVC ML2
Single Model 1
DEV ML2
DEV ML3
DEV ML3
Additional effort if your
organization decides to
include CMMI SVC in the next
CMMI DEV SCAMPI
Single Model 2
SVC ML2
SVC ML3
SVC ML2
INCREASED EFFORT FROM SINGLE
TO MULTIPLE MODEL SCAMPI
Incr.
14,29%
30,77%
7,69%
Multiple Model
DEV SVC ML2
DEV SVC ML3
DEV ML3 SVC ML2
Single Model 1
DEV ML2
DEV ML3
DEV ML3
16

17. © 2013 CMMI Portugal Conference Series – All Rights reserved.
Ramiro Carballo Gutiérrez
Certified SCAMPI v.1.3 Lead Appraiser
( ID# 1201018-03 )
CMMI for Development
CMMI for Services
ramiro_carballo@caelum.es
Móv.: 639078817
www.linkedin.com/in/ramirocarballo
Iñigo Garro
Certified SCAMPI v.1.3 Lead Appraiser
( ID# 0300301-01 )
CMMI for Development
igarro@caelum.es
Caelum Information & Quality Technologies, S. L.
Párroco Eusebio Cuenca 50.
28045 Madrid
www.caelum.es
www.CalidaddelSoftware.com
Tlf.: 918312029
17