能力成熟度模型介绍解读.ppt

CMM的结构 RM：需求管理；PP：项目计划；PT：项目跟踪；SM：分包管理；QA：质量保证；CM：配置管理 CMM的结构 5个级别 18 关键过程域 目标 共同特性 关键实践 度量与分析 执行能力 执行的承诺 确认实施 执行的活动 目标 Updated by Jim using ppt 97 to CMML2N3.ppt - 11/2/98 Updated again to CMM2n3v11.ppt - 12/98 Updated again to CMM2n3v12.ppt - 1/99 Updated agin to CMM2n3v13.ppt - 4/99 This briefing intended for pilot projects or other software engineers desiring to receive an overview of the CMM. This briefing designed to be given by any SPI agent. (Animation: each third appears with mouse click.) Here is Chris the Coder starting on a software job. On the left, a customer is often concerned only with the operation of the entire system - e.g. his/her widget In the middle step - Chris is consciously (or unconsciously) performing a process. The Outsider/Customer/Sponsor often doesn’t know or care about the process - he/she is concerned about the product. Much of what passes for process is still both immature and invisible (invisibility being a specific instance of immaturity). And customers are getting fed up with poor project performance! The steps or phases used consciously/unconsciously by the coder are 1. We’ll figure it out. 2. Code it. 3. See if it works. Or the process may be: “ we’ll come up with a few ideas, we’ll throw together some options, and we’ll see if the customer will accept them.” Or: “we’ll figure it out while we’re coding” ( Or any of a number of other options) The inputs to the phase are widget requirements or a statement of work. The roles include a designer, coder, and tester. The work products are software design, code, documentation. Even in the insider’s elementary view, we often don’t have requirements and we often don’t document the designs or develop supporting documentation. In other words, the products are often just the delivered software. Watts Humphrey’s comment at the Dec 5 SPIN meeting--software design is the most poorly performed of software technical practices (and we pay dearly for that weakness). And these ar