Messages In This Digest (2 Messages)

I always stumble on those questions that test your knowledge of CMMI; for
example:

1.  How do you spell CMMI?

2.  Which is the correct acronym CMMI or CMMi?

3.  If you were a process, what kind of process would you be?

4.  SCAMPI is best served with:
     a. Shrimp
     b. Lobster
     c. Your Lead Assessor

5.  Is "it depends" an appropriate answer to give you LA?  If so, can it also be
an appropriate maturity rating?

6.  What maturity level comes before level-3?

7.  Is it acceptable to skip level-1 and immediatly start working on level-2?

8.  What is the correct pronunciation for "Process" (pro-cess or pra-cess; for
"Schedule" (sked-ule or shed-ule)?

9.  How do you plan for the plan, when you don't have a plan?

10. List the 10 to 15 documents that when complete, qualify the organization for
level-3

11. What governing body determines and maintains the list of industry best
practices, and where can one go to get a copy?

Etc...

Cheers,
Rob L.

--- In cmmi_process_improvement@yahoogroups.com, "Heather Oppenheimer"
<heather@...> wrote:
>
> Hi Umesh,
>
> The reason you couldn't find a SCAMPI A ML3 appraisal questionnaire is that
> there isn't one.  I understand that people get worried about being able to
> answer The Questions, but really the only thing they need to be prepared to
> answer is "How do you do your work?"  (And if they can't answer that
> question, you have bigger problems than a SCAMPI!)
>
> Your Lead Appraiser should be willing to help you reduce their concerns by
> giving you and your team a better idea about how the interviews are used,
> and how s/he approaches them.  But here's basically what I tell my clients.
>
> Remember that the primary objective evidence used in a SCAMPI A consists of
> "direct artifacts" - examples of work products created during and as a
> result of implementing your processes.  The interviews are used to
> corroborate those direct artifacts, to ensure that the processes aren't just
> a "paper system" that isn't really used.  There are no wrong answers, and
> it's ok to say, "I don't know!" or to ask for more clarification.
>
> The questions will vary depending on your business and organizational
> context - and on the direct artifacts that have been provided and reviewed
> so far.  A GOOD Lead Appraiser and appraisal team will use language and
> terminology relevant to your context, not CMMI-speak.  Unfortunately, there
> are LAs who insist on using CMMI terminology, which tends to confuse people.
> Hopefully you were careful to choose a Lead Appraiser that will take the
> time to really understand your context and terminology!
>
> Questions will vary depending on a person's functional role(s), but they
> generally fall into one of three types:
>
> 1. Open-ended questions - "how do you plan/make changes to/estimate XXX?"
> "What are the inputs and ouputs/dependencies/necessary steps in doing YYY?:
> - where XXX and YYY are directly related to the work they do and use your
> organization's terminology, NOT CMMI Process Area names or practice
> statements.
>
> 2. Direct questions - "What are the criteria you use to evaluate whether or
> not ZZZ process adherence?"  Where ZZZ is one of your organization
> processes, not a CMMI Process Area
>
> 3. Transition questions - "Did we miss anything you wanted to tell us about
> your work?"
>
> Remember - there are no wrong answers and it's ok not to know an answer or
> to ask for more clarification. People need to be open and candid, to talk
> about what they do and not stretch the facts. This is NOT an audit!
>
> Finally, if you really want to practice ahead of time (even with all the
> info above, I realize that people get nervous) - the best thing to do is to
> sit down with small groups of people and have them tell you about their
> jobs, the processes they follow,and the tools and the templates they use.
> Don't worry about CMMI at all in the practice sessions. It's a lot easier to
> do the second time - so if they've already done it once with you, it won't
> be as scary when they do it with the appraisal team.
>
> Good Luck!
>
> Heather Oppenheimer
> www.oppenpartners.com
>
>
>
>   _____
>
> From: cmmi_process_improvement@yahoogroups.com
> [mailto:cmmi_process_improvement@yahoogroups.com] On Behalf Of umesh koli
> Sent: Monday, November 16, 2009 2:05 AM
> To: cmmi_process_improvement@yahoogroups.com
> Cc: umesh
> Subject: {Disarmed} [CMMi Process Improvement] SCAMPI -A Assessment Question
> For FAR Group
>
>
>
>
>
>
> Hi All,
>
> Can any one share the Questionnaires fro SCAMPI - Appraisal, for ML-3 ,
> Currently my Organisation is going for SCAMPI -A  and i want to trained the
> Team who will be interviewed by ATM, As this is first experience for them to
> face SCAMPI - A.
>
>
> I looking for some question based on Process Area, so Team (FAR Group Member
> )will prepare them to answer.
>
>
> I search on Google but not able to find :(
> Please help me..........
>
>
> Regards
>
>
> Umesh koli
> SQA Lead
>
>   _____
>
> From cricket scores to your friends. Try the Yahoo! India Homepage!
> <http://in.rd.yahoo.com/tagline_metro_4/*http://in.yahoo.com/trynew>
>

#16692

From: "EDWARD F WELLER III" <edwardfwelleriii@...>
Date: Tue Nov 17, 2009 2:46 pm
Subject: Re: [CMMi Process Improvement] A Basic doubt on defect density

efwelleraol

Offline

Defect density for maintenance is often not a useful measure as the potential for defect introduction and effort are not necessarily related to size. Additionally, on a per fix basis we can get ridiculous numbers - 1000 defects per KLOC for a 1 line change (I have seen 2 defects in a 1 line change!)

I have used the defect rate per fix as a very useful measure/indicator - and this is more in line with how customers view maintenance - works or doesn't work.

In the case mentioned by Rahul, I would not call It defect density but Defects/unit of effort, and I have seen that this can be a useful measure. It of course depends on accurate counting of the effort specific to development of the item, which is moire complicated that it would appear at first glance

Regards

----- Original Message -----

From: KUMAR RAHUL

To: cmmi_process_improvement@yahoogroups.com

Sent: Monday, November 16, 2009 10:40 PM

Subject: Re: [CMMi Process Improvement] A Basic doubt on defect density

Dear Vijay,

The size in a maintenance/support project can be captured as "no. of lines of code added/deleted/modified". And the SCM team will be able to specify these details with ease (if configuration management practices are being followed). There must be a release tag defined by the SCM team, under which all the changes are done. So, once the SCM team pulls up the release tag, they come to know of the changes in a particular release of a maintenance project.

However, if there is no seperate SCM team available, you can still go ahead with the defects/effort ratio. But it will be a defect rate metrics and specifying it as defect density metrics will be inappropriate.

Regards,

Rahul

On Tue, Nov 17, 2009 at 9:56 AM, vijay <thesoulstealer@yahoo.com> wrote:

I came across a formula where defect density was being measured as <# of defects>/<effort> in lieu of <# of defects>/<size>.

The reason that was given was that there is no way in which size can be captured as most of the projects are either maintenance/support kind of projects and to maintain commonality, the same formula has been adapted for development projects as well.

I wanted to know if any of you have come across similar situations where this is in practice or if this is a valid interpretation of defect density.

Thanks in advance.

VB

--
Regards,
Rahul
Sent from Karnataka, India

#16691

From: <murali_chemuturi@...>
Date: Tue Nov 17, 2009 12:49 pm
Subject: Re: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

chemuturi

Offline

I would like to add why this query has cropped up originally.

Many technical people, while being very good at their work, often fail to articulate their assignment very well, especially in an interview where the stakes are high and the management is watching closely. They would like to articulate their assignment while at the same time, take care of organizational interests.

Second, for them this appraisal is of second priority. As soon as the interview is over, they need to get back to delivering software to clients. They would not prepare well on their own. The primary responsibility to steer the organization thru SCAMPI often rests with the SEPG or quality group.

Now how to prepare the interviewees - prepare them to articulate their work well. Not just what they do mechanically but why they are doing it and how they are doing it.

Who is best suited to do this - organizational SEPG / Quality or an outside consultant. LA helping the people to articulate well is like the examiner leaking the paper in advance. And they may not do this. In my experience, they did not do this preparation. They may advise the organizational interface though.

Best wishes

Murali Chemuturi
www.chemuturi.com
91-40-27220771
91-0-98850-19461
USA - 347-394-3138

From: Jeff Dalton - Broadsword

Sent: Tuesday, November 17, 2009 12:04 AM

To: cmmi_process_improvement@yahoogroups.com

Subject: RE: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

Hmmmmm. While I ALMOST always agree with Pat, I’ll have to challenge, clarify, or question his response.

Merely placing “how do you…” in front of each practice may not get you there. Processes are very localized – local words, local procedures, local language. In addition local process rarely has a 1:1 relationship with the model and it’s up to the LA/ATMs to make the connections. In my experience, most people who read the practices have no idea what the model is asking for – the model was authored by a committee so the language tends to be specific to the knowledge base of that group – not the local company planning on having the appraisal.

I WOULD agree that if you place “how do you…” + [how you implemented one or more practices in the model] then it could work.

Warm Regards,

Jeff

Jeff Dalton, President and CEO

Broadsword

Certified SCAMPI Lead Appraiser

CMMI Instructor, SCAMPI Team Leader Observer

248.341.3367 (office)

248.709.4775 (cell)

248.341.3672 (fax)

Visit our website at http://www.broadswordsolutions.com

Visit Jeff's blog at: http://www.asktheCMMIAppraiser.com

From: cmmi_process_improvement@yahoogroups.com [mailto:cmmi_process_improvement@yahoogroups.com] On Behalf Of Patrick OToole
Sent: Monday, November 16, 2009 6:23 AM
To: cmmi_process_improvement@yahoogroups.com
Subject: Re: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

Umesh,

Just put the words, "Could you please tell us how you you..." in front of each practice and you'll have a pretty complete questionnaire.

The other thing that I would HIGHLY recommend is that you don't START with a SCAMPI A. Conduct a Class B appraisal first, and have some of the folks go through the Class B interviews to get comfortable with the process.

It is not a test. The appraisal team is just trying to understand how the work is performed on the projects. It should be more of a "dialogue" than an "interview."

Hope this helps,

Pat

----- Original Message -----

From: umesh koli

To: cmmi_process_improvement@yahoogroups.com

Cc: umesh

Sent: Monday, November 16, 2009 1:05 AM

Subject: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

Hi All,

Can any one share the Questionnaires fro SCAMPI - Appraisal, for ML-3 , Currently my Organisation is going for SCAMPI -A and i want to trained the Team who will be interviewed by ATM, As this is first experience for them to face SCAMPI - A.

I looking for some question based on Process Area, so Team (FAR Group Member )will prepare them to answer.

I search on Google but not able to find :(

Please help me..........

Regards

Umesh koli

SQA Lead

From cricket scores to your friends. Try the Yahoo! India Homepage!

#16690

From: <murali_chemuturi@...>
Date: Tue Nov 17, 2009 12:39 pm
Subject: Re: [CMMi Process Improvement] A Basic doubt on defect density

chemuturi

Offline

I did come across this practice.

When we say one defect for every 5 FP or instead,

We say we inject one defect for every 10 hours of effort.

In continuous improvement we need to increase either the FP or hours per defect. Say from one defect for every 5 FP, we improve to one defect for every 5.5 FP. Or alternatively, we say from one defect for every 10 hours of effort, we improved to one defect for every 11 hours of effort.

Whether it is a valid interpretation, it really depends on your LA and your explanation of why you are using this method.

With best wishes

Murali Chemuturi
www.chemuturi.com
91-40-27220771
91-0-98850-19461
USA - 347-394-3138

From: vijay

Sent: Tuesday, November 17, 2009 9:56 AM

To: cmmi_process_improvement@yahoogroups.com

Subject: [CMMi Process Improvement] A Basic doubt on defect density

I came across a formula where defect density was being measured as <# of defects>/<effort> in lieu of <# of defects>/<size>.

The reason that was given was that there is no way in which size can be captured as most of the projects are either maintenance/support kind of projects and to maintain commonality, the same formula has been adapted for development projects as well.

I wanted to know if any of you have come across similar situations where this is in practice or if this is a valid interpretation of defect density.

Thanks in advance.

VB

#16689

From: Jeremy Wolsten-Croft <zedaki_bw@...>
Date: Tue Nov 17, 2009 1:00 pm
Subject: Re: [CMMi Process Improvement] A Basic doubt on defect density

zedaki_bw

Offline

Vijay,

I've tended to use <# of defects>/<size> is al well and good but it does not account for the "If you look harder you will find more", effect. Therefore I tend to use <# of defects> / (<effort> / <size>). It's sort of a mutant child of QCD (Q=defects, C=effort, D=size. Please note that D=size, etc... is not *true*, it's just analogous).

In maintenance/support situations. Size just happens to be a constant so why not normalise it to 1; and then you get your formula. For development you are considering new code too so <# of defects IN NEW CODE ONLY> / (<effort to find defect> / <size OF MODIFIED AND AFFECTED CODE ONLY>).

Jeremy Wolsten-Croft

From: vijay <thesoulstealer@...>
To: cmmi_process_improvement@yahoogroups.com
Sent: Tue, 17 November, 2009 4:26:33
Subject: [CMMi Process Improvement] A Basic doubt on defect density

I came across a formula where defect density was being measured as <# of defects>/<effort> in lieu of <# of defects>/<size> .

The reason that was given was that there is no way in which size can be captured as most of the projects are either maintenance/ support kind of projects and to maintain commonality, the same formula has been adapted for development projects as well.

I wanted to know if any of you have come across similar situations where this is in practice or if this is a valid interpretation of defect density.

Thanks in advance.

VB

#16688

From: Buglione Luigi <luigi.buglione@...>
Date: Tue Nov 17, 2009 5:52 am
Subject: R: [CMMi Process Improvement] Where are PCMM Published Results?

lbu_measure

Offline

Hi Prasanna,

yes, SEI published it in the same format, but not with the same frequency as for CMMI (the latest one is dated January 2008):

https://seir.sei.cmu.edu/seir/frames/body.map.frmset.asp?ID=P-CMM (see the 'Benefits/Case Study' P-CMM section in the SEIR website)

Best regards,

Luigi

____________________________________________

Luigi Buglione, Ph.D., IFPUG CSMS Gold Level

SEMQ: www.semq.eu

MIS 3/e: www.francoangeli.it/Ricerca/Scheda_Libro.asp?ID=8054

____________________________________________

Da: Prasanna Kumar Mamidala [mailto:prasannakumar.mvvsd@...]
Inviato: luned� 9 novembre 2009 3.56
A: cmmi_process_improvement@yahoogroups.com
Oggetto: [CMMi Process Improvement] Where are PCMM Published Results?

Hello all,

Are PCMM appraisal results also published similar to CMMI Published Appraisal Results?

Thanks & Regards

Prasanna Kumar

Reply | Forward | Messages in this Topic (1)

#16687

From: KUMAR RAHUL <rahul235@...>
Date: Tue Nov 17, 2009 5:40 am
Subject: Re: [CMMi Process Improvement] A Basic doubt on defect density

rahul20591

Offline

Dear Vijay,

The size in a maintenance/support project can be captured as "no. of lines of code added/deleted/modified". And the SCM team will be able to specify these details with ease (if configuration management practices are being followed). There must be a release tag defined by the SCM team, under which all the changes are done. So, once the SCM team pulls up the release tag, they come to know of the changes in a particular release of a maintenance project.

However, if there is no seperate SCM team available, you can still go ahead with the defects/effort ratio. But it will be a defect rate metrics and specifying it as defect density metrics will be inappropriate.

Regards,

Rahul

On Tue, Nov 17, 2009 at 9:56 AM, vijay <thesoulstealer@...> wrote:

�

I came across a formula where defect density was being measured as <# of defects>/<effort> in lieu of <# of defects>/<size>.

The reason that was given was that there is no way in which size can be captured as most of the projects are either maintenance/support kind of projects and to maintain commonality, the same formula has been adapted for development projects as well.

I wanted to know if any of you have come across similar situations where this is in practice or if this is a valid interpretation of defect density.

Thanks in advance.

VB

--
Regards,
Rahul
Sent from Karnataka, India

#16686

From: "vijay" <thesoulstealer@...>
Date: Tue Nov 17, 2009 4:26 am
Subject: A Basic doubt on defect density

thesoulstealer

Offline

I came across a formula where defect density was being measured as <# of
defects>/<effort> in lieu of <# of defects>/<size>.

The reason that was given was that there is no way in which size can be captured
as most of the projects are either maintenance/support kind of projects and to
maintain commonality, the same formula has been adapted for development projects
as well.

I wanted to know if any of you have come across similar situations where this is
in practice or if this is a valid interpretation of defect density.

Thanks in advance.

VB

#16685

From: "Patrick OToole" <PACT.otoole@...>
Date: Tue Nov 17, 2009 3:53 am
Subject: Re: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

pactotoole

Offline

Jeff,

PERSONALLY, I think trying to prepare potential interviewees could be a HUGE waste of time. The VAST majority of the questions that my appraisal teams ask are generated based on the documentation review - NOT some artificially generated pre-scripted question set.

Since I perceive it as a waste of time to generate such a general set of useless questions, I gave a prescription to write a set without investing a whole lot of time in that wasted effort. People should know how they perform their work and, as you well know, that's what we typically explore in appraisal discussions.

My biggest fear is that people that "over-prepare" for SCAMPI appraisals actually come off sounding scripted and artificial, and it takes a while to overcome that feeling. In other words, I actually believe that it works AGAINST the organization rather than for them.

Regards,

Pat

----- Original Message -----

From: Jeff Dalton - Broadsword

To: cmmi_process_improvement@yahoogroups.com

Sent: Monday, November 16, 2009 12:34 PM

Subject: RE: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

Hmmmmm. While I ALMOST always agree with Pat, I’ll have to challenge, clarify, or question his response.

Merely placing “how do you…” in front of each practice may not get you there. Processes are very localized – local words, local procedures, local language. In addition local process rarely has a 1:1 relationship with the model and it’s up to the LA/ATMs to make the connections. In my experience, most people who read the practices have no idea what the model is asking for – the model was authored by a committee so the language tends to be specific to the knowledge base of that group – not the local company planning on having the appraisal.

I WOULD agree that if you place “how do you…” + [how you implemented one or more practices in the model] then it could work.

Warm Regards,

Jeff

Jeff Dalton, President and CEO

Broadsword

Certified SCAMPI Lead Appraiser

CMMI Instructor, SCAMPI Team Leader Observer

248.341.3367 (office)

248.709.4775 (cell)

248.341.3672 (fax)

Visit our website at http://www.broadswordsolutions.com

Visit Jeff's blog at: http://www.asktheCMMIAppraiser.com

From: cmmi_process_improvement@yahoogroups.com [mailto:cmmi_process_improvement@yahoogroups.com] On Behalf Of Patrick OToole
Sent: Monday, November 16, 2009 6:23 AM
To: cmmi_process_improvement@yahoogroups.com
Subject: Re: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

Umesh,

Just put the words, "Could you please tell us how you you..." in front of each practice and you'll have a pretty complete questionnaire.

The other thing that I would HIGHLY recommend is that you don't START with a SCAMPI A. Conduct a Class B appraisal first, and have some of the folks go through the Class B interviews to get comfortable with the process.

It is not a test. The appraisal team is just trying to understand how the work is performed on the projects. It should be more of a "dialogue" than an "interview."

Hope this helps,

Pat

----- Original Message -----

From: umesh koli

To: cmmi_process_improvement@yahoogroups.com

Cc: umesh

Sent: Monday, November 16, 2009 1:05 AM

Subject: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

Hi All,

Can any one share the Questionnaires fro SCAMPI - Appraisal, for ML-3 , Currently my Organisation is going for SCAMPI -A and i want to trained the Team who will be interviewed by ATM, As this is first experience for them to face SCAMPI - A.

I looking for some question based on Process Area, so Team (FAR Group Member )will prepare them to answer.

I search on Google but not able to find :(

Please help me..........

Regards

Umesh koli

SQA Lead

From cricket scores to your friends. Try the Yahoo! India Homepage!

#16684

From: "Jeff Dalton - Broadsword" <jeff@...>
Date: Mon Nov 16, 2009 6:34 pm
Subject: RE: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

jrd200x

Offline

Hmmmmm. While I ALMOST always agree with Pat, I’ll have to challenge, clarify, or question his response.

I WOULD agree that if you place “how do you…” + [how you implemented one or more practices in the model] then it could work.

Warm Regards,

Jeff

Jeff Dalton, President and CEO

Broadsword

Certified SCAMPI Lead Appraiser

CMMI Instructor, SCAMPI Team Leader Observer

248.341.3367 (office)

248.709.4775 (cell)

248.341.3672 (fax)

Visit our website at http://www.broadswordsolutions.com

Visit Jeff's blog at: http://www.asktheCMMIAppraiser.com

Umesh,

Just put the words, "Could you please tell us how you you..." in front of each practice and you'll have a pretty complete questionnaire.

It is not a test. The appraisal team is just trying to understand how the work is performed on the projects. It should be more of a "dialogue" than an "interview."

Hope this helps,

Pat

----- Original Message -----

From: umesh koli

To: cmmi_process_improvement@yahoogroups.com

Cc: umesh

Sent: Monday, November 16, 2009 1:05 AM

Subject: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

Hi All,

Can any one share the Questionnaires fro SCAMPI - Appraisal, for ML-3 , Currently my Organisation is going for SCAMPI -A and i want to trained the Team who will be interviewed by ATM, As this is first experience for them to face SCAMPI - A.

I looking for some question based on Process Area, so Team (FAR Group Member )will prepare them to answer.

I search on Google but not able to find :(

Please help me..........

Regards

Umesh koli

SQA Lead

From cricket scores to your friends. Try the Yahoo! India Homepage!

#16683

From: "R C Goyal SPIN Core Team CSI Mumbai Chapter" <goyalrak@...>
Date: Mon Nov 16, 2009 9:03 am
Subject: Re: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

rakeshchandr...

Offline

Dear Umesh

Your LA or consultant should help you out in this.

Moreover Questions should be corresponding to your way of executing projects (using the CMMI-compliant processes finalized by you in consultation/agreement with the actual users of the processes).

Normally the questions are to check the institutionalization of the organization's (your) processes.

Thanks & Regards R C Goyal, Member IEEE Bombay
President Central India section Region7 AACEI
SPIN Coreteam Member CSI Mumbai
rcgoyal@..., rcgoyal@..., goyalrak@... +919869463964, +919820068417

From: umesh koli

Sent: Monday, November 16, 2009 12:35 PM

To: cmmi_process_improvement@yahoogroups.com

Cc: umesh

Subject: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

Hi All,

Can any one share the Questionnaires fro SCAMPI - Appraisal, for ML-3 , Currently my Organisation is going for SCAMPI -A and i want to trained the Team who will be interviewed by ATM, As this is first experience for them to face SCAMPI - A.

I looking for some question based on Process Area, so Team (FAR Group Member )will prepare them to answer.

I search on Google but not able to find :(

Please help me..........

Regards

Umesh koli

SQA Lead

From cricket scores to your friends. Try the Yahoo! India Homepage!

#16682

From: "Jorge Boria" <jorge.boria@...>
Date: Mon Nov 16, 2009 1:04 pm
Subject: Re:SCAMPI -A Assessment Question For FAR Group

jorgeboria

Offline

Umesh,

Your SCAMPI Lead Appraiser should provide you with one.

Jorge Boria, wearing Henry Schneider’s hat.

#16681

From: qpitpjl@...
Date: Mon Nov 16, 2009 12:57 pm
Subject: Re: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

qpitpjl

Offline

Mom Power: Discover the community of moms doing more for their families, for the world and for each other

Consider the various practices and turn the sentence around so that it start with the words "would you please describe how you...". Try to focus on the purpose of the practice, not the terminology.

Peter.
www.cmmi.info

Sent from my BlackBerry® wireless device

From: cmmi_process_improvement@yahoogroups.com

Date: 16 Nov 2009 11:59:52 -0000

To: <cmmi_process_improvement@yahoogroups.com>

Subject: [CMMi Process Improvement] Digest Number 2729

Messages In This Digest (2 Messages)

1a.: Re: software development process for Researc and standardization kin From: Prasad ONS

2.: SCAMPI -A Assessment Question For FAR Group From: umesh koli

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Messages

1a.: Re: software development process for Researc and standardization kin

Posted by: "Prasad ONS" onsprasad@... onsprasad

Sun Nov 15, 2009 12:36 pm (PST)

Thanks Jorge and Shahid for your inputs.

________________________________
From: Jorge Boria <jorge.boria@liveware.com>
To: cmmi_process_improvement@yahoogroups.com
Sent: Thu, November 12, 2009 8:08:03 PM
Subject: [CMMi Process Improvement] Re:software development process for Researc and standardization kind of

Hi Pradap,

What you are describing is what we had in Schlumberger Austin Laboratory for Computer Science. In it the main difference with other areas was the emphasis on divergence, rather than convergence. People were rewarded for opening up new ways of looking at a problem, for experimenting and taking risks. You have to have in mind that an acceptable product of such research is a negative answer, closing the road to further experimentation. I don’t have anything from those bygone days that you could use off the shelf, but here are some guidelines to follow:

1. use an iterative, spiral (á la Boehm) approach
2. define short term goals and the process together for each spiral
3. check that the process is followed or that there is good reason not to follow it (risk too high, new development, unforeseen obstacles)
4. insist on lab books to keep a log of every activity and clearly define the process to follow (meetings, entries to be kept, etcetera)
5. revisit every two or three weeks.

Hope this helps.

Jorge

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2.: SCAMPI -A Assessment Question For FAR Group

Posted by: "umesh koli" umesh.koli@... umesh.koli

Sun Nov 15, 2009 11:45 pm (PST)

Hi All,

Can any one share the Questionnaires fro SCAMPI - Appraisal, for ML-3 , Currently my Organisation is going for SCAMPI -A and i want to trained the Team who will be interviewed by ATM, As this is first experience for them to face SCAMPI - A.

I looking for some question based on Process Area, so Team (FAR Group Member )will prepare them to answer.

I search on Google but not able to find :(
Please help me..........

Regards

Umesh koli
SQA Lead

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#16680

From: "Heather Oppenheimer" <heather@...>
Date: Mon Nov 16, 2009 1:44 pm
Subject: RE: {Disarmed} [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

heatheroppen...

Offline

Hi Umesh,

The reason you couldn't find a SCAMPI A ML3 appraisal questionnaire is that there isn't one. I understand that people get worried about being able to answer The Questions, but really the only thing they need to be prepared to answer is "How do you do your work?" (And if they can't answer that question, you have bigger problems than a SCAMPI!)

Your Lead Appraiser should be willing to help you reduce their concerns by giving you and your team a better idea about how the interviews are used, and how s/he approaches them. But here's basically what I tell my clients.

Remember that the primary objective evidence used in a SCAMPI A consists of "direct artifacts" - examples of work products created during and as a result of implementing your processes. The interviews are used to corroborate those direct artifacts, to ensure that the processes aren't just a "paper system" that isn't really used. There are no wrong answers, and it's ok to say, "I don't know!" or to ask for more clarification.

The questions will vary depending on your business and organizational context - and on the direct artifacts that have been provided and reviewed so far. A GOOD Lead Appraiser and appraisal team will use language and terminology relevant to your context, not CMMI-speak. Unfortunately, there are LAs who insist on using CMMI terminology, which tends to confuse people. Hopefully you were careful to choose a Lead Appraiser that will take the time to really understand your context and terminology!

Questions will vary depending on a person's functional role(s), but they generally fall into one of three types:

1. Open-ended questions - "how do you plan/make changes to/estimate XXX?" "What are the inputs and ouputs/dependencies/necessary steps in doing YYY?: - where XXX and YYY are directly related to the work they do and use your organization's terminology, NOT CMMI Process Area names or practice statements.

2. Direct questions - "What are the criteria you use to evaluate whether or not ZZZ process adherence?" Where ZZZ is one of your organization processes, not a CMMI Process Area

3. Transition questions - "Did we miss anything you wanted to tell us about your work?"

Remember - there are no wrong answers and it's ok not to know an answer or to ask for more clarification. People need to be open and candid, to talk about what they do and not stretch the facts. This is NOT an audit!

Finally, if you really want to practice ahead of time (even with all the info above, I realize that people get nervous) - the best thing to do is to sit down with small groups of people and have them tell you about their jobs, the processes they follow,and the tools and the templates they use. Don't worry about CMMI at all in the practice sessions. It's a lot easier to do the second time - so if they've already done it once with you, it won't be as scary when they do it with the appraisal team.

Good Luck!

Heather Oppenheimer

www.oppenpartners.com

From: cmmi_process_improvement@yahoogroups.com [mailto:cmmi_process_improvement@yahoogroups.com] On Behalf Of umesh koli
Sent: Monday, November 16, 2009 2:05 AM
To: cmmi_process_improvement@yahoogroups.com
Cc: umesh
Subject: {Disarmed} [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

Hi All,

Can any one share the Questionnaires fro SCAMPI - Appraisal, for ML-3 , Currently my Organisation is going for SCAMPI -A and i want to trained the Team who will be interviewed by ATM, As this is first experience for them to face SCAMPI - A.

I looking for some question based on Process Area, so Team (FAR Group Member )will prepare them to answer.

I search on Google but not able to find :(

Please help me..........

Regards

Umesh koli

SQA Lead

From cricket scores to your friends. Try the Yahoo! India Homepage!

#16679

From: "Patrick OToole" <PACT.otoole@...>
Date: Mon Nov 16, 2009 11:22 am
Subject: Re: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

pactotoole

Offline

Umesh,

Just put the words, "Could you please tell us how you you..." in front of each practice and you'll have a pretty complete questionnaire.

It is not a test. The appraisal team is just trying to understand how the work is performed on the projects. It should be more of a "dialogue" than an "interview."

Hope this helps,

Pat

----- Original Message -----

From: umesh koli

To: cmmi_process_improvement@yahoogroups.com

Cc: umesh

Sent: Monday, November 16, 2009 1:05 AM

Subject: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

Hi All,

Can any one share the Questionnaires fro SCAMPI - Appraisal, for ML-3 , Currently my Organisation is going for SCAMPI -A and i want to trained the Team who will be interviewed by ATM, As this is first experience for them to face SCAMPI - A.

I looking for some question based on Process Area, so Team (FAR Group Member )will prepare them to answer.

I search on Google but not able to find :(

Please help me..........

Regards

Umesh koli

SQA Lead

From cricket scores to your friends. Try the Yahoo! India Homepage!

#16678

From: "Henry Schneider | PPQC" <henry@...>
Date: Mon Nov 16, 2009 12:51 pm
Subject: RE: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

astralingua

Offline

See who we know in common

Dear Umesh,

I am not surprised that you have not been able to find what you are looking for on the internet. A Lead Appraiser will not share his or her questions with you. Simply because the Lead Appraiser does not want the interviewees to be trained on what answers to provide, thereby biasing the results of any SCAMPI appraisal. If you and the organization is nervous about the appraisal, don’t be. There is no preparation for the interviews necessary. All that is expected by the Lead Appraiser is that any interviewee should be able to talk about HOW they perform their job duties. If people cannot do that, then the organization is not ready for an appraisal.

If you still feel uneasy, talk to your Lead Appraiser and have him or her conduct a Class B appraisal with interviews. A Class B or SCAMPI B appraisal can function as a dress rehearsal for a SCAMPI A without having the organization and the people worry about “flunking” or “passing” the appraisal. The interviewees will have the experience of being interviewed.

If you still want to perform an internal set of interviews, simply take the CMMI and step through the applicable practices with different groups of people (project managers, configuration managers, developers, testers, etc.) and ask them HOW they perform the Specific and Generic Practices. There is no set of standard questions. Each Lead Appraiser has their own style of questioning interviewees.

Best Regards,
Henry Schneider

Henry Schneider
President/Senior Principal Consultant

Work: 281-218-6682
Mobile: 832-628-2486

SEI-Certified SCAMPI Lead Appraiser (CMMI-DEV, CMMI-ACQ, CMMI-SVC)

SEI-Certified High Maturity Lead Appraiser

SEI-Authorized Intro to CMMI Instructor

SEI-Authorized Acquisition Supplement for Intro to CMMI Instructor

SEI-Authorized Services Supplement for Intro to CMMI Instructor

Email: henry@...
http://www.linkedin.com/in/henryschneider

Video Handshake

Process and Product Quality Consulting

Facilitating your process journey ...

Want a signature like this?

Visit the PPQC web site www.ppqc.net and read the PPQC blog PPQC.blogspot.com

From: umesh koli [mailto:umesh.koli@...]
Sent: Monday, November 16, 2009 1:05 AM
To: cmmi_process_improvement@yahoogroups.com
Cc: umesh
Subject: [CMMi Process Improvement] SCAMPI -A Assessment Question For FAR Group

Hi All,

I looking for some question based on Process Area, so Team (FAR Group Member )will prepare them to answer.

I search on Google but not able to find :(

Please help me..........

Regards

Umesh koli

SQA Lead

From cricket scores to your friends. Try the Yahoo! India Homepage!

#16677

From: umesh koli <umesh.koli@...>
Date: Mon Nov 16, 2009 7:05 am
Subject: SCAMPI -A Assessment Question For FAR Group

umesh.koli

Offline

Hi All,

I looking for some question based on Process Area, so Team (FAR Group Member )will prepare them to answer.

I search on Google but not able to find :(

Please help me..........

Regards

Umesh koli

SQA Lead

From cricket scores to your friends. Try the Yahoo! India Homepage!

#16676

From: Prasad ONS <onsprasad@...>
Date: Sun Nov 15, 2009 4:18 pm
Subject: Re: [CMMi Process Improvement] Re:software development process for Researc and standardization kind of

onsprasad

Offline

Thanks Jorge and Shahid for your inputs.

From: Jorge Boria <jorge.boria@...>
To: cmmi_process_improvement@yahoogroups.com
Sent: Thu, November 12, 2009 8:08:03 PM
Subject: [CMMi Process Improvement] Re:software development process for Researc and standardization kind of

Hi Pradap,

What you are describing is what we had in Schlumberger Austin Laboratory for Computer Science. In it the main difference with other areas was the emphasis on divergence, rather than convergence. People were rewarded for opening up new ways of looking at a problem, for experimenting and taking risks. You have to have in mind that an acceptable product of such research is a negative answer, closing the road to further experimentation. I don’t have anything from those bygone days that you could use off the shelf, but here are some guidelines to follow:

use an iterative, spiral (á la Boehm) approach
define short term goals and the process together for each spiral
check that the process is followed or that there is good reason not to follow it (risk too high, new development, unforeseen obstacles)
insist on lab books to keep a log of every activity and clearly define the process to follow (meetings, entries to be kept, etcetera)
revisit every two or three weeks.

Hope this helps.

Jorge

#16675

From: Prasanna Kumar Mamidala <prasannakumar.mvvsd@...>
Date: Thu Nov 12, 2009 12:00 pm
Subject: Re: [CMMi Process Improvement] Change Management for CMMI

prasannakuma...

Offline

Thanks Ed, Chris and others. Based on your feedback, a micro look at this problem is resulting in the following strategies:

1. For PMs who could not understand the value behind CMMI principles and how they are already in line with PM principles, it is a question of proper education and hand holding

2. For PMs who understand, but act as if they dont understand or don't want to follow, the other strategies apply!

Thanks a ton.. these two indeed seems to be workable and success oriented solutions.

Prasanna Kumar

On Mon, Nov 9, 2009 at 10:51 AM, Chris Simon <simon26sez@...> wrote:

�

Hello Prasanna Kumar,

�

I am one who failed in this area, but�here are a few tips that might come handy.

�

1) Known to unknown- which means, let them get comfortable to consistently do what they know works for them and then incrementally have them adopt new practices that will align them to your processes, which should align with framework requirements

2) CMMI does not contradict with core project management principles. In any case, CMMI requires you to be consistent in how you set up & build�your PM practice. Therefore, it is important to help them realize that they are infact dealing with PM as a practice and not with CMMI. Communication plays a very important role in giving the "comfort feeling" to project managers. More often during begining stages of CMMI implementation,�these are�seen as an additional task. It is important to break this notion and make them realize that these requirements infact improve their career/professional goals

3) Fire power- It is very important to get management behind you while rolling our new practices. This will solve a lot of problems. People might be unhappy with what they do, but they will still work.

4) Value Visibility- tom tom value generated by following practices, specially those directly attributable to PM process areas and its SG/SPs. Your MA set up should help you here. Appreciate good work and (if possible) reward them.

5) Have a strategy- it is important to look at impact of rolling out changes�and�reactions it will invoke. You should have a strategy to deal with all�reactions to�change (deniel, resistance, exploration & exit). But theory apart, have a plan B as well and a plan C if needed.

6) It is important to align your process to ensure it makes business sense. Ensure process steps that are not value adding to your business are elimintated or consult a CMMI practitioner/your LA for guidance on stream lining them. Its important that project managers understand the rationale behind a certian activity rather than just saying "tis CMMI requirement"

All said and done, be positive, street smart, steadfast�and patient. It pays richly.

�

Good Luck.

�

Regards

Chris

--- On Mon, 9/11/09, Prasanna Kumar Mamidala <prasannakumar.mvvsd@...> wrote:

From: Prasanna Kumar Mamidala <prasannakumar.mvvsd@...>

Subject: [CMMi Process Improvement] Change Management for CMMI

To: cmmi_process_improvement@yahoogroups.com
Date: Monday, 9 November, 2009, 8:34 AM

�

Hi,

Did any of you face the challenge of handling Project Managers who are not 100% convinced of CMMI? I hope many of you might have successfully overcome this challenge. Any thoughts or ideas on such successful change management would be of great help.

Best regards

Prasanna Kumar

From cricket scores to your friends. Try the Yahoo! India Homepage!

#16674

From: "Jorge Boria" <jorge.boria@...>
Date: Thu Nov 12, 2009 2:38 pm
Subject: Re:software development process for Researc and standardization kind of

jorgeboria

Offline

Hi Pradap,

use an iterative, spiral (� la Boehm) approach
define short term goals and the process together for each spiral
check that the process is followed or that there is good reason not to follow it (risk too high, new development, unforeseen obstacles)
insist on lab books to keep a log of every activity and clearly define the process to follow (meetings, entries to be kept, etcetera)
revisit every two or three weeks.

Hope this helps.

Jorge

#16673

From: Fizzah Shahid <shahid_fizzah@...>
Date: Thu Nov 12, 2009 11:35 am
Subject: RE: [CMMi Process Improvement] software development process for Researc and standardization kind of projects

cmmiprofessi...

Offline

Hello

I believe that you need very simple steps to
a. Document your business objectives, if not already done so
b. Identify & Categorize your customers, services and general kinds of deliverables
c. Document current business flow/s encompasing various services and deliverables
d. You have to determine if there is any SE/SW development work involved or not. You may need to look at CMMI SVC (R) model if it suits your needs for Process Improvement and Standardization. Alternatively, it could be ISO 20000 or ISO 9001:2008 standard that may be applicable
e. Hire a consultant based on your understanding and go ahead from there
f. Alternatively, attend Introduction to CMMI (R) course or another relevant course and do a gap analysis with your own resources.

Attending the course and hiring a consultant would ultimately be needed if you are looking at real Process Improvement and/or certification.
I hope that this would help

Shahid

To: cmmi_process_improvement@yahoogroups.com
From: onsprasad@...
Date: Wed, 11 Nov 2009 02:56:23 -0800
Subject: [CMMi Process Improvement] software development process for Researc and standardization kind of projects

Hello Everybody,

This is prasad working for MNC company as a Quality specialist..

Anybody can help me in defining a development process for Research and standardization (R&Std) kind of projects.

Generally R&Std deliverables are Patents, Standards and Technical Contributions

I would like to have a Quality Assurance check for this kind of projects,for normal development projects we will check SRS, review, Approval etc.....similar way I need to do for R& Std projects.

so is there any standard existed for this kind of projects??? Please help me in identifying/defining a software Life cycle process for R& Std projects.

Thanks in advance.

Prasad Oruganti.

Bing brings you maps, menus, and reviews organized in one place. Try it now.

#16672

From: Prasad ONS <onsprasad@...>
Date: Wed Nov 11, 2009 10:56 am
Subject: software development process for Researc and standardization kind of projects

onsprasad

Offline

Hello Everybody,

This is prasad working for MNC company as a Quality specialist..

Anybody can help me in defining a development process for Research and standardization (R&Std) kind of projects.

Generally R&Std deliverables are Patents, Standards and Technical Contributions

I would like to have a Quality Assurance check for this kind of projects,for normal development projects we will check SRS, review, Approval etc.....similar way I need to do for R& Std projects.

so is there any standard existed for this kind of projects??? Please help me in identifying/defining a software Life cycle process for R& Std projects.

Thanks in advance.

Prasad Oruganti.

#16671

From: "Patrick OToole" <PACT.otoole@...>
Date: Tue Nov 10, 2009 8:00 pm
Subject: Re: [CMMi Process Improvement] how to cover SAM SP2.2 and SP2.3

pactotoole

Offline

Dalia, et.al.,

Keep in mind that these two SAM practices (SP2.2 and SP2.3) are very likely to be demoted to subpractices in CMMI v1.3, which is due out in November, 2010.

If anyone is interested in receiving a presentation that was given by the SEI to SCAMPI lead appraisers and "Intro to CMMI" instructors last month, please send me an email at PACT.otoole@... and I'll be happy to pass it along.

Regards,

Pat

----- Original Message -----

From: Fizzah Shahid

To: cmmi_process_improvement@yahoogroups.com

Sent: Tuesday, November 10, 2009 6:00 AM

Subject: RE: [CMMi Process Improvement] how to cover SAM SP2.2 and SP2.3

Hello Dalia

I would add to the previous valuable response as follows

SP 2.2 Monitor Selected Supplier Processes -- The SAM process of your organization would determine the supplier standards & processes to be monitored and would include the monitoring mechanism in the agreement/contract e.g. for product aqcuisition, design/development or delivery processes. There could be a consideration to monitoring with respect to specified timelines, deliverables and regular progress reports may also be required for certain products.

SP 2.3 Evaluate Selected Supplier Work Products -- For SW applications or customized tools/packages this could UAT (User Acceptance Tests), for equipment/HW this could be Quality Control or acceptance checks as specified by your SAM process.

Kind Regards
Shahid

To: cmmi_process_improvement@yahoogroups.com
From: henry@...
Date: Sun, 8 Nov 2009 15:03:32 -0600
Subject: RE: [CMMi Process Improvement] how to cover SAM SP2.2 and SP2.3

Dear Dalia,

Have you taken the SEI�s Introduction to CMMI 3-day class? The instructor should have explained the difference between these two practices for you. I would also suggest that you read the informative material, for not just these two practices, but all of the Process Areas. The informative material is extremely rich in information, hints, tips, etc. and it provides guidance for understanding the intent of each practice and goal. I would also recommend that you not use the goal and practice titles for anything other than labels. The titles are shortened statements and do not always communicate the correct meaning of the goal or practice.

If you read the informative material for SAM SP 2.2 and SP 2.3 it will be immediately clear to you the differences. And if you still have questions regarding your specific circumstances, I suggest that you ask your SEI-certified Lead Appraiser. Without having a good understanding of your company and how it conducts business, asking specific implementation questions on this forum will most likely not provide the correct advice to you.

However, here is a very brief description of the differences between these two practices.

SAM SP 2.2 �Select, monitor, and analyze processes used by the supplier.� You as the acquirer of the supplier�s products or services must define in the supplier�s contract or agreement those specific supplier processes that are critical to your success. You have to state that how and when you will be monitoring these critical processes. This practice is done as a risk mitigation to avoid surprises at the end of the contract when the supplier delivers the end product or service. Think of this practice as the acquirer performing PPQA process audits of the supplier�s processes.

SAM SP 2.3 �Select and evaluate work products from the supplier of custom-made products.� If your supplier is only delivering off-the-shelf product to you without any customization, this practice does not apply. However, if your supplier is providing custom-made or modifications to your specifications, then you need to decide which of these products are critical to your success and define those in the supplier�s contract or agreement. You have to state how and when you will be evaluating the products. Think of this practice as the acquirer performing PPQA work product audits of the supplier�s work products.

Hope this helps.

Best Regards,
Henry Schneider

Henry Schneider
President/Senior Principal Consultant

Work: 281-218-6682
Mobile: 832-628-2486

SEI-Certified SCAMPI Lead Appraiser (CMMI-DEV, CMMI-ACQ, CMMI-SVC)

SEI-Certified High Maturity Lead Appraiser

SEI-Authorized Intro to CMMI Instructor

SEI-Authorized Acquisition Supplement for Intro to CMMI Instructor

SEI-Authorized Services Supplement for Intro to CMMI Instructor

Email: henry@...
http://www.linkedin.com/in/henryschneider

Video Handshake

Process and Product Quality Consulting

Facilitating your process journey ...

See who we know in common

Want a signature like this?

Visit the PPQC web site www.ppqc.net and read the PPQC blog PPQC.blogspot.com

From: Dalia Adel [mailto:daliaadel12@yahoo.com]
Sent: Sunday, November 08, 2009 3:52 AM
To: cmmi_process_improvement@yahoogroups.com
Subject: [CMMi Process Improvement] how to cover SAM SP2.2 and SP2.3

Dear all,

Kindly I want to ask about CMMI process area ( SAM )

practices

SP 2.2 Monitor Selected Supplier Processes

SP 2.3 Evaluate Selected Supplier Work Products

I have conflict in understand this practices and how to apply them as my company will apply SAM in project that need to buy new hardware to deliver it to customer how can I select , monitor supplier process in our case

please can any one highlight that to me and give me example in available supplier process that applicable in our case

thanks in advance

best regards

Dalia adel

Bing brings you maps, menus, and reviews organized in one place. Try it now.

#16670

From: Fizzah Shahid <shahid_fizzah@...>
Date: Tue Nov 10, 2009 12:00 pm
Subject: RE: [CMMi Process Improvement] how to cover SAM SP2.2 and SP2.3

cmmiprofessi...

Offline

See who we know in common

Hello Dalia

I would add to the previous valuable response as follows

SP 2.2 Monitor Selected Supplier Processes -- The SAM process of your organization would determine the supplier standards & processes to be monitored and would include the monitoring mechanism in the agreement/contract e.g. for product aqcuisition, design/development or delivery processes. There could be a consideration to monitoring with respect to specified timelines, deliverables and regular progress reports may also be required for certain products.

SP 2.3 Evaluate Selected Supplier Work Products -- For SW applications or customized tools/packages this could UAT (User Acceptance Tests), for equipment/HW this could be Quality Control or acceptance checks as specified by your SAM process.

Kind Regards
Shahid

To: cmmi_process_improvement@yahoogroups.com
From: henry@...
Date: Sun, 8 Nov 2009 15:03:32 -0600
Subject: RE: [CMMi Process Improvement] how to cover SAM SP2.2 and SP2.3

Dear Dalia,

Have you taken the SEI�s Introduction to CMMI 3-day class? The instructor should have explained the difference between these two practices for you. I would also suggest that you read the informative material, for not just these two practices, but all of the Process Areas. The informative material is extremely rich in information, hints, tips, etc. and it provides guidance for understanding the intent of each practice and goal. I would also recommend that you not use the goal and practice titles for anything other than labels. The titles are shortened statements and do not always communicate the correct meaning of the goal or practice.

If you read the informative material for SAM SP 2.2 and SP 2.3 it will be immediately clear to you the differences. And if you still have questions regarding your specific circumstances, I suggest that you ask your SEI-certified Lead Appraiser. Without having a good understanding of your company and how it conducts business, asking specific implementation questions on this forum will most likely not provide the correct advice to you.

However, here is a very brief description of the differences between these two practices.

SAM SP 2.2 �Select, monitor, and analyze processes used by the supplier.� You as the acquirer of the supplier�s products or services must define in the supplier�s contract or agreement those specific supplier processes that are critical to your success. You have to state that how and when you will be monitoring these critical processes. This practice is done as a risk mitigation to avoid surprises at the end of the contract when the supplier delivers the end product or service. Think of this practice as the acquirer performing PPQA process audits of the supplier�s processes.

SAM SP 2.3 �Select and evaluate work products from the supplier of custom-made products.� If your supplier is only delivering off-the-shelf product to you without any customization, this practice does not apply. However, if your supplier is providing custom-made or modifications to your specifications, then you need to decide which of these products are critical to your success and define those in the supplier�s contract or agreement. You have to state how and when you will be evaluating the products. Think of this practice as the acquirer performing PPQA work product audits of the supplier�s work products.

Hope this helps.

Best Regards,
Henry Schneider

Henry Schneider
President/Senior Principal Consultant

Work: 281-218-6682
Mobile: 832-628-2486

SEI-Certified SCAMPI Lead Appraiser (CMMI-DEV, CMMI-ACQ, CMMI-SVC)

SEI-Certified High Maturity Lead Appraiser

SEI-Authorized Intro to CMMI Instructor

SEI-Authorized Acquisition Supplement for Intro to CMMI Instructor

SEI-Authorized Services Supplement for Intro to CMMI Instructor

Email: henry@...
http://www.linkedin.com/in/henryschneider

Video Handshake

Process and Product Quality Consulting

Facilitating your process journey ...

Want a signature like this?

Visit the PPQC web site www.ppqc.net and read the PPQC blog PPQC.blogspot.com

From: Dalia Adel [mailto:daliaadel12@yahoo.com]
Sent: Sunday, November 08, 2009 3:52 AM
To: cmmi_process_improvement@yahoogroups.com
Subject: [CMMi Process Improvement] how to cover SAM SP2.2 and SP2.3

Dear all,

Kindly I want to ask about CMMI process area ( SAM )

practices

SP 2.2 Monitor Selected Supplier Processes

SP 2.3 Evaluate Selected Supplier Work Products

I have conflict in understand this practices and how to apply them as my company will apply SAM in project that need to buy new hardware to deliver it to customer how can I select , monitor supplier process in our case

please can any one highlight that to me and give me example in available supplier process that applicable in our case

thanks in advance

best regards

Dalia adel

Bing brings you maps, menus, and reviews organized in one place. Try it now.

#16669

From: Chris Simon <simon26sez@...>
Date: Mon Nov 9, 2009 5:21 am
Subject: Re: [CMMi Process Improvement] Change Management for CMMI

simon26sez

Offline

Hello Prasanna Kumar,

I am one who failed in this area, but here are a few tips that might come handy.

1) Known to unknown- which means, let them get comfortable to consistently do what they know works for them and then incrementally have them adopt new practices that will align them to your processes, which should align with framework requirements

2) CMMI does not contradict with core project management principles. In any case, CMMI requires you to be consistent in how you set up & build your PM practice. Therefore, it is important to help them realize that they are infact dealing with PM as a practice and not with CMMI. Communication plays a very important role in giving the "comfort feeling" to project managers. More often during begining stages of CMMI implementation, these are seen as an additional task. It is important to break this notion and make them realize that these requirements infact improve their career/professional goals

3) Fire power- It is very important to get management behind you while rolling our new practices. This will solve a lot of problems. People might be unhappy with what they do, but they will still work.

4) Value Visibility- tom tom value generated by following practices, specially those directly attributable to PM process areas and its SG/SPs. Your MA set up should help you here. Appreciate good work and (if possible) reward them.

5) Have a strategy- it is important to look at impact of rolling out changes and reactions it will invoke. You should have a strategy to deal with all reactions to change (deniel, resistance, exploration & exit). But theory apart, have a plan B as well and a plan C if needed.

6) It is important to align your process to ensure it makes business sense. Ensure process steps that are not value adding to your business are elimintated or consult a CMMI practitioner/your LA for guidance on stream lining them. Its important that project managers understand the rationale behind a certian activity rather than just saying "tis CMMI requirement"

All said and done, be positive, street smart, steadfast and patient. It pays richly.

Good Luck.

Regards

Chris

--- On Mon, 9/11/09, Prasanna Kumar Mamidala <prasannakumar.mvvsd@...> wrote:

From: Prasanna Kumar Mamidala <prasannakumar.mvvsd@...>
Subject: [CMMi Process Improvement] Change Management for CMMI
To: cmmi_process_improvement@yahoogroups.com
Date: Monday, 9 November, 2009, 8:34 AM

Hi,

Did any of you face the challenge of handling Project Managers who are not 100% convinced of CMMI? I hope many of you might have successfully overcome this challenge. Any thoughts or ideas on such successful change management would be of great help.

Best regards

Prasanna Kumar

From cricket scores to your friends. Try the Yahoo! India Homepage!

#16668

From: EDWARD F WELLER III <edwardfwelleriii@...>
Date: Mon Nov 9, 2009 3:31 am
Subject: RE: [CMMi Process Improvement] Change Management for CMMI

efwelleraol

Offline

Depending on your organization culture this may not work, B\but I have successfully used a Darwinian approach. Ignore them, and as their performance falls behind their peers, they will either adapt or leave (on their volition or their boss's).

I prefer to spend my time and effort working with the PMs who are avtively supporting or willing to accept change, and regard time trying to convince those who resist change a low productivity activity

Now you said "100% convinced of CMMI? " - if this is yhour goal, rather than improved performance, then you need to show the linkage between correct implementation of the practices in the CMMI as they relate to youor business needs. If it is "CMMI or else" you will have a difficult time convincing them.

For those who refuse to see the light, the alternative I listed first may be the only thing to do - sometimes a perceptive higher management will make it a condition of employment, but any involvement at that point is usually less than enthusiastic.

Ed

To: cmmi_process_improvement@yahoogroups.com
From: prasannakumar.mvvsd@...
Date: Mon, 9 Nov 2009 08:34:41 +0530
Subject: [CMMi Process Improvement] Change Management for CMMI

Hi,

Did any of you face the challenge of handling Project Managers who are not 100% convinced of CMMI? I hope many of you might have successfully overcome this challenge. Any thoughts or ideas on such successful change management would be of great help.

Best regards

Prasanna Kumar

#16667

From: "Henry Schneider | PPQC" <henry@...>
Date: Sun Nov 8, 2009 9:03 pm
Subject: RE: [CMMi Process Improvement] how to cover SAM SP2.2 and SP2.3

astralingua

Offline

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Dear Dalia,

Have you taken the SEI’s Introduction to CMMI 3-day class? The instructor should have explained the difference between these two practices for you. I would also suggest that you read the informative material, for not just these two practices, but all of the Process Areas. The informative material is extremely rich in information, hints, tips, etc. and it provides guidance for understanding the intent of each practice and goal. I would also recommend that you not use the goal and practice titles for anything other than labels. The titles are shortened statements and do not always communicate the correct meaning of the goal or practice.

However, here is a very brief description of the differences between these two practices.

SAM SP 2.2 “Select, monitor, and analyze processes used by the supplier.” You as the acquirer of the supplier’s products or services must define in the supplier’s contract or agreement those specific supplier processes that are critical to your success. You have to state that how and when you will be monitoring these critical processes. This practice is done as a risk mitigation to avoid surprises at the end of the contract when the supplier delivers the end product or service. Think of this practice as the acquirer performing PPQA process audits of the supplier’s processes.

SAM SP 2.3 “Select and evaluate work products from the supplier of custom-made products.” If your supplier is only delivering off-the-shelf product to you without any customization, this practice does not apply. However, if your supplier is providing custom-made or modifications to your specifications, then you need to decide which of these products are critical to your success and define those in the supplier’s contract or agreement. You have to state how and when you will be evaluating the products. Think of this practice as the acquirer performing PPQA work product audits of the supplier’s work products.

Hope this helps.

Best Regards,
Henry Schneider

Henry Schneider
President/Senior Principal Consultant

Work: 281-218-6682
Mobile: 832-628-2486

SEI-Certified SCAMPI Lead Appraiser (CMMI-DEV, CMMI-ACQ, CMMI-SVC)

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Email: henry@...
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From: Dalia Adel [mailto:daliaadel12@...]
Sent: Sunday, November 08, 2009 3:52 AM
To: cmmi_process_improvement@yahoogroups.com
Subject: [CMMi Process Improvement] how to cover SAM SP2.2 and SP2.3

Dear all,

Kindly I want to ask about CMMI process area ( SAM )

practices

SP 2.2 Monitor Selected Supplier Processes

SP 2.3 Evaluate Selected Supplier Work Products

please can any one highlight that to me and give me example in available supplier process that applicable in our case

thanks in advance

best regards

Dalia adel

#16666

From: Prasanna Kumar Mamidala <prasannakumar.mvvsd@...>
Date: Mon Nov 9, 2009 3:04 am
Subject: Change Management for CMMI

prasannakuma...

Offline

Hi,

Best regards

Prasanna Kumar

#16665

From: Prasanna Kumar Mamidala <prasannakumar.mvvsd@...>
Date: Mon Nov 9, 2009 2:56 am
Subject: Where are PCMM Published Results?

prasannakuma...

Offline

Hello all,

Are PCMM appraisal results also published similar to CMMI Published Appraisal Results?

Thanks & Regards

Prasanna Kumar

Reply | Forward | Messages in this Topic (1)

#16664

From: Fred Haigh <fred_haigh@...>
Date: Sun Nov 8, 2009 4:26 pm
Subject: Re: [CMMi Process Improvement] how to cover SAM SP2.2 and SP2.3

fred_haigh

Offline

fhaigh@... www.haighgroup.com

Hi Dalia,

With respect to SAM 2.2, review paragraph 2 of the informative text. If you determine that the purchase of standard hardware items is of little risk to the success of the project you may determine that monitoring is not important. Decisions like this should be noted as part of the risk analysis. You would clearly state that the risks were deemed small and that monitoring of the supplier's processes were not necessary.

If the hardware is large, complex, or being customized in some way that could be risky, you may want to specify in the vendor agreement that you have the right to monitor certain things about the hardware and it's assembly and testing. Once you agree to what is going to be monitored, this practice is the actual monitoring of those processes.

For appraisal purposes, if you are not going to perform this practice because of the simplicity of the hardware, your PIID should point to the risk analysis that says you considered this practice and determined that it is not needed for this contract. I would use the PIID to point to a risk analysis where the "rationale for non-selection" is described. See typical work product 1.

As for SAM 2.3, again the informative material describes a situation where there are custom-made or developed products with some risk associated with them. If you analyze the risk and determine that it is small enough, you may elect to not perform this practice as well. You would use the same documentation as for SAM 2.2 when making this decision.

Keep in mind, both of these practices are heavily involved with risk mitigation and reduction of risk to the project. By performing the analysis and determining that the risk is small and the practices don't need to be fully followed, you are performing enough of the practice to satisfy most appraisal teams. If an appraisal and maturity level rating is one of your goals, you will want to be sure to document why you have elected to not monitor the processes or evaluate the work products during manufacture.

Once you get past 2.2 and 2.3, there is still SAM 2.4 that requires you to perform some sort of acceptance process. SAM 2.4 prevents you from blindly accepting anything that a manufacturer ships to you. You must test it somehow and "accept" it to satisfy SAM 2.4.

Regards,

Fred Haigh

VP, COO

Haigh Group LLC

Improving Profitability Through Quality

Phone: 770-591-0536 Cell: 770-846-4187

Six Sigma Black Belt ITIL Foundation CertifiedSEI Authorized Instructor for "Introduction to CMMI for Development"

--- On Sun, 11/8/09, Dalia Adel <daliaadel12@...> wrote:

From: Dalia Adel <daliaadel12@...>
Subject: [CMMi Process Improvement] how to cover SAM SP2.2 and SP2.3
To: cmmi_process_improvement@yahoogroups.com
Date: Sunday, November 8, 2009, 4:52 AM

Dear all,

Kindly I want to ask about CMMI process area ( SAM )
practices
SP 2.2 Monitor Selected Supplier Processes
SP 2.3 Evaluate Selected Supplier Work Products
I have conflict in understand this practices and how to apply them as my company will apply SAM in project that need to buy new hardware to deliver it to customer how can I select , monitor supplier process in our case
please can any one highlight that to me and give me example in available supplier process that applicable in our case
thanks in advance
best regards
Dalia adel