Assessments are fundamental to the process improvement program of any organization in the software industry. Assessments provide a view of the state, capability, and maturity of processes in an organization relative to a reference model. Formal assessments are the most recognized, and are comprehensive in nature. Although the depth of their evaluation often results in significant process improvement opportunities, formal assessments are too costly for frequent use by many organizations. The interim between assessments typically leaves these organizations without the currency of process state information necessary to effectively drive continuous process improvement. Mini-assessments have emerged as a solution. This paper presents a mini-assessment approach that offers a substantial cost reduction compared to formal assessments and satisfies the process state currency requirement. A specification of the approach is given, followed by discussions on the process improvement possible with its use, comparisons to other assessment methods, and an example implementation.

É possível notar no trabalho diário das empresas que a pressão por diminuir o prazo de entrega dos softwares ainda é uma realidade. Neste contexto, empresas adotam técnicas de desenvolvimento ágil de software, implementando entregas constantes e estabelecendo ciclos iterativos e curtos no processo de desenvolvimento de software. Mas, se por um lado estas técnicas visam inovar e reduzir tempo de desenvolvimento, por outro, as empresas sentem-se pressionadas a adotar a forma tradicional de manter a qualidade de software. Neste ponto, o CMMI se apresenta como um modelo de maturidade de reconhecimento mundial e é classificado na abordagem tradicional por pregar grande formalismo e foco no processo. A abordagem ágil coloca que os indivíduos e suas interações têm maior importância que os processos e as ferramentas e que ser adaptável às mudanças é mais importante do que seguir a rigor o planejado. Ao integrar estes dois modelos de abordagens distintas espera-se que as práticas ágeis possam ajudar organizações maduras a se tornarem mais flexíveis. Com o intuito de averiguar esta integração, utilizou-se o método de pesquisa de estudo de caso, de modo a se aprofundar nas empresas que possuem certificação CMMI e decidiram adotar o modelo de desenvolvimento ágil. O objetivo é levantar como estas empresas resolveram os pontos de conflito da abordagem tradicional e ágil, de modo a se tornarem mais eficazes. O estudo ainda contém um quadro de integração CMMI versus desenvolvimento ágil de modo a elencar os pontos que merecem maior atenção e esforço de adaptação, visando a concretização da integração. / It\'s possible to notice in the daily work of companies that pressure by decreasing the delivery of software is still a reality. It is in this context that companies adopt the techniques of agile software development, implementing and establishing constant deliveries and short iterative cycles in the process of software development. But if on the one hand these techniques aim to innovate and reduce development time, on the other, companies feel pressured to adopt the traditional way of maintaining the quality of software. At this point, the CMMI is presented as maturity model worldwide recognition, classified in the traditional approach for preaching extensive formalism and focus on the process, as the agile approach puts individuals and their interactions is more important than processes and tools, where being adaptable changes is more important than following the strict what was planned. By integrating these two models of different approaches, it is expected that agile practices can help organizations mature to become more flexible. In order to investigate this integration is that this study uses the research method of case study so as to deepen the companies that have decided to adopt CMMI and agile development model. The goal is to raise as these companies solved the trouble spots of the traditional approach and agile in order to become more effective. The study also contain a framework for integrating CMMI vs. Agile development in order to list the points that deserve more attention and effort to adapt in order to achieve integration.

「流程改善」是任何組織追求卓越、提升競爭力的根本方法，美國卡內基美隆大學軟體工程學院(CMU-SEI)集結經實作證明，可有效提升軟體品質的最佳實作方法成為CMMI，提供開發型組織流程改善的依循準則。繼開發方CMMI (CMMI for Development) 的成功推廣與有效運用，籌獲方的CMMI-ACQ(CMMI for Acquisition)因應而生。 CMMI-ACQ乃針對籌獲方採購流程改善之CMMI模式。在委外環境下，籌獲方與開發方應共同築成CMMI-ACQ與CMMI-DEV互動的協同合作關係，使雙方擁有對等、公平、專業的流程溝通基礎，以更有效的方式完成委外專案協同工作。最終目標，就是使整體專案能如期、如質、如預算的完成，提升資訊服務品質。 本論文以CMMI-ACQ的籌獲需求發展、籌獲確認及籌獲驗證流程領域為參考，規劃資訊科技籌獲管理，以UML活動圖表達其互動關係，並以Zachman 5W1H方法研析籌獲管理必要的作業程序，進一步分析、說明其使用案例，以發掘籌獲管理資訊需求，最後以CMMI評鑑檢視表，回顧本論文所提CMMI-ACQ資訊需求架構所提供之直接證據。透過本文研究的過程，期盼提供籌獲組織一個簡單的導入參考。 / Process improvement is the fundamental way to pursue excellence and promote competitive advantages for any organizations. CMU-SEI has gathered the so-called best practices that has been experienced and proven to be effective to establish the CMMI to provide reference guidelines for process improvement in the software development organizations. Following the pervasive adoption of CMMI-DEV (CMMI for Development) for the developers, CMMI-ACQ (CMMI for Acquisition) was developed for the acquirers. CMMI-ACQ focuses on acquisition processes in order to constitute an equal, fair, and professional common platform for effective collaboration in an outsourcing environment. The goal is to achieve the project completion on time with expected quality and budget. This research proposes an information requirement planning approach for IT acquisition management based on CMMI-ACQ, using ARD, AVER and AVAL process areas as examples. Using the UML activity diagram and Zachman 5W1H, this research analyzes the operation procedures and elaborates the information requirements in the use case diagrams and the associated descriptions. Finally, a set of CMMI self appraisal tables are used to review the support evidences provided by the proposed information requirements architecture. This research provides a reference for any acquisition organization to elicit the information requirements for CMMI-ACQ adoption and its supporting system construction.

Programinė įranga, skirta brandaus programų kūrimo proceso gerinimui ir vertinimui atlikti, kuriama pagal tam skirtus modelius. Populiariausi palaikomi modeliai yra CMMI arba ISO/IEC 15504 (SPICE). Kuriant CMMI modelį buvo panaudota ISO/IEC 15504 standarto patirtis. CMMI modelis turi ir pakopinį ir tolydinį vaizdavimą, todėl yra suderinamas su modeliu ISO/IEC 15504. Brandaus programų kūrimo proceso vertinimas vadovaujantis abiem minėtais modeliais turėtų užtikrinti didesnę vertinimo kokybę. Šiuo tikslu yra kuriamas įrankis, kurio pagalba sukauptus duomenis bus galima pritaikyti vertinimams pagal abu modelius. / Software development teams are confronted with difficulties such as incorrect planned financial and time resources, low product quality and disappointed client. To solve those problems there are methodic and tools to improve software process capability. Tools for software process capability maturity assessment and support are implemented by particular models. Basic supported models are CMMI and ISO/IEC 15504 (SPICE). CMMI model is based on ISO/IEC 15504 standard. CMMI and ISO/IEC 15504 models are compatible. Software process capability maturity assessment quality should increase by using both models together. Consequently was decided to develop a tool supporting two models – CMMI and ISO/IEC 15504.

Šio dokumento tikslas sukurti metodus ir papildomą medžiagą, kuri leistų analizuoti ir verifikuoti "PKP Branda" modelio vertinimų rezultatus. "PKP Branda" modelis buvo sukurtas CMMI bei SPICE modelių pagrindu. Šiame darbe, panaudojant modelyje aprašytus darbo produktus (DP), buvo nagrinėjami "PKP Branda" modelio ryšiai tarp procesų. Darbo metu buvo apskaičiuoti modelio ryšiai tarp procesų, procesų svoriai, išskirti esminiai procesai. Šio darbo rezultatai gali būti naudojami kaip papildoma medžiaga analizuojant vertinimų rezultatus. / The aim of this thesis is to create methods and extra material which would allow to analyze and verify the assessment results from the “PKP Branda” maturity model. "PKP Branda" model was created using CMMI and SPICE best practices. In this work relations between the ����PKP Branda” model processes were researched using work products described in the model. During this research relations between processes and their weight were calculated, essential processes were excluded. The results of this work can be used as an extra material to analyze assessment results.

É possível notar no trabalho diário das empresas que a pressão por diminuir o prazo de entrega dos softwares ainda é uma realidade. Neste contexto, empresas adotam técnicas de desenvolvimento ágil de software, implementando entregas constantes e estabelecendo ciclos iterativos e curtos no processo de desenvolvimento de software. Mas, se por um lado estas técnicas visam inovar e reduzir tempo de desenvolvimento, por outro, as empresas sentem-se pressionadas a adotar a forma tradicional de manter a qualidade de software. Neste ponto, o CMMI se apresenta como um modelo de maturidade de reconhecimento mundial e é classificado na abordagem tradicional por pregar grande formalismo e foco no processo. A abordagem ágil coloca que os indivíduos e suas interações têm maior importância que os processos e as ferramentas e que ser adaptável às mudanças é mais importante do que seguir a rigor o planejado. Ao integrar estes dois modelos de abordagens distintas espera-se que as práticas ágeis possam ajudar organizações maduras a se tornarem mais flexíveis. Com o intuito de averiguar esta integração, utilizou-se o método de pesquisa de estudo de caso, de modo a se aprofundar nas empresas que possuem certificação CMMI e decidiram adotar o modelo de desenvolvimento ágil. O objetivo é levantar como estas empresas resolveram os pontos de conflito da abordagem tradicional e ágil, de modo a se tornarem mais eficazes. O estudo ainda contém um quadro de integração CMMI versus desenvolvimento ágil de modo a elencar os pontos que merecem maior atenção e esforço de adaptação, visando a concretização da integração. / It\'s possible to notice in the daily work of companies that pressure by decreasing the delivery of software is still a reality. It is in this context that companies adopt the techniques of agile software development, implementing and establishing constant deliveries and short iterative cycles in the process of software development. But if on the one hand these techniques aim to innovate and reduce development time, on the other, companies feel pressured to adopt the traditional way of maintaining the quality of software. At this point, the CMMI is presented as maturity model worldwide recognition, classified in the traditional approach for preaching extensive formalism and focus on the process, as the agile approach puts individuals and their interactions is more important than processes and tools, where being adaptable changes is more important than following the strict what was planned. By integrating these two models of different approaches, it is expected that agile practices can help organizations mature to become more flexible. In order to investigate this integration is that this study uses the research method of case study so as to deepen the companies that have decided to adopt CMMI and agile development model. The goal is to raise as these companies solved the trouble spots of the traditional approach and agile in order to become more effective. The study also contain a framework for integrating CMMI vs. Agile development in order to list the points that deserve more attention and effort to adapt in order to achieve integration.

This research report aims to provide an insight into the implementation of multiple concurrent IT frameworks, and how to best implement each of the chosen frameworks resulting in a hybrid of best practices for implementing multiple concurrent IT frameworks

Pagrindinis darbo tikslas ištirti ir aprašyti CMMI antro brandos lygio procesų sričių susiejimą (angl. mapping) su judriųjų metodų praktikomis ir juo remiantis pasiūlyti rekomendacijas, leidžiančias pasiekti CMMI proceso sričių tikslus. Apžvelgus literatūros šaltinius nagrinėjančius CMMI ir judriųjų metodų susiejimo problematiką, identifikuoti egzistuojantys CMMI proceso sričių ir judriųjų metodų susiejimai. Nustatyti susiejimai nėra pilni, dažnai trūksta konkretumo ir detalumo. Todėl buvo suformuoti ir aprašyti CMMI komponentų ir judriųjų metodų veiklų bei artefaktų susiejimo principai, leidžiantys įvertinti, kaip plačiai ir kokiomis judriųjų metodų veiklomis yra padengiamos proceso srities praktikos. Jais remiantis nustatomi ir CMMI tipinių darbo produktų bei judriųjų metodų sukuriamų artefaktų atitikmenys. Tyrimui buvo pasirinkti du judrieji metodai (Scrum ir XP) ir CMMI antrojo brandos lygio proceso sritys. Remiantis aprašytąja metodika, autorius atliko CMMI proceso sričių praktikų susiejimą su pasirinktųjų judriųjų metodų praktikomis. Gauti rezultatai leido įvertinti kiekvienos proceso srities susiejimą ir pateikti rekomendacijas, kaip pasiekti nepilnai arba silpnai padengtų proceso sričių tikslus įtraukiant papildomas veiklas, naudojant papildomus įrankius arba kaip veiklos vykdymo įrodymus sukuriant pagalbinius dokumentus ir ataskaitas. / The main goal of this study was to perform a detail mapping of CMMI maturity level 2 practices with agile methods and to write recommendations for achieving process area goals. The review of literature revealed mapping problems between CMMI model components and agile methods. The existing mappings between CMMI and agile methods are incomplete and often do not give enough details. Therefore new mapping principles were described and written by author. They allow to perform mapping between CMMI components and agile methods’ practices and artifacts and to evaluate how largely and which process area practices are covered by agile activities. Two agile methods were selected for research (Scrum and XP). And process areas of the CMMI maturity level 2 were chosen for applying described principles. Detail CMMI practices and agile method activities mapping was done using described method, which revealed least satisfied process area practices. According to the mapping results, the recommendations how to achieve CMMI level 2 were written. They state which activities could be included or what tools could be used in order to achieve process improvement in accordance with CMMI.

This research report aims to provide an insight into the implementation of multiple concurrent IT frameworks, and how to best implement each of the chosen frameworks resulting in a hybrid of best practices for implementing multiple concurrent IT frameworks

Estágio realizado no Porto DC's Quality Manager e orientado por Teresa Carreiro / Tese de mestrado integrado. Engenharia Informática e Computação. Faculdade de Engenharia. Universidade do Porto. 2008