A Comparison of
CMMI & SPICE
Semra GÜLEÇ
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METU
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2
Success in Software Projects
31%
16%
Successful
Challenged
Cancelled
53%
Standish Group Report
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Software Disaster Examples
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Software development costs more
time/money/resources than anticipated
Initial planning for a software project
estimated $250K and 9 months. But after $2.5
Million and two years, they still need $1M to
complete; program is cancelled.
System delivers only half of promised features
System operates so slowly that it is unusable
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Process Improvement




Software disasters are costing lots of money
Software becomes a large part of almost
every manufactured product
We know that good products come of out of
good processes
Process improvement is being recognized as
the core solution behind software
development problems
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CMMI – Capability Maturity
Model Integration
6
CMMI History








SEI is established in 1984.
Draft CMM developed in 1987
SW-CMM v1.0 published in 1991
SW-CMM v1.1 published in 1993
CMMI v1.0 published in 2000
CMMI v1.1 published in 2002
CMMI v1.2 published in 2006
CMMI v1.3 published in 2010
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CMMI Models - Staged
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Staged Representation
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CMMI Models - Continous
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Continous Representation
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Maturity Levels
Level 5
Optimizing
Level 4
Quantitatively
Managed
Level 3
Defined
Level 2
Managed
Level 1
İnitial
SE 548
Focus on continous
process IMPROVEMENT
Processes
QUANTITATIVELY
measured and controlled
Process characterized for
ORGANIZATION and is
PROACTIVE
Process characterized for
PROJECTS and is
MANAGED
Processes unpredictable
poorly controlled and
REACTIVE
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Process Areas
Level
Process Areas
5 - Optimizing
Organizational Performance Management
Causal Analysis and Resolution
4 - Quantitatively Managed
Organizational Process Performance
Quantitative Project Management
3 - Defined
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Organizational Process Focus
Organizational Process Definition
Organizational Training
Integrated Project Management
Risk Management
Decision Analysis and Resolution
2 - Managed
Requirements Management
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Measurement and Analysis
Process and Product Quality Assurance
Configuration Management
13
An Example – Requirements
Development
SG 1 Develop Customer Requirements
SP 1.1 Elicit Needs
SP 1.2 Transform Stakeholder Needs into Customer Requirements
SG 2 Develop Product Requirements
SP 2.1 Establish Product and Product Component Requirements
SP 2.2 Allocate Product Component Requirements
SP 2.3 Identify Interface Requirements
SG 3 Analyze and Validate Requirements
SP 3.1 Establish Operational Concepts and Scenarios
SP 3.2 Establish a Definition of Required Functionality and Quality
Attributes
SP 3.3 Analyze Requirements
SP 3.4 Analyze Requirements to Achieve Balance
SP 3.5 Validate Requirements
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Generic Practices for L3
GG 2 Institutionalize a Managed Process
GP 2.1 Establish an Organizational Policy
GP 2.2 Plan the Process
GP 2.3 Provide Resources
GP 2.4 Assign Responsibility
GP 2.5 Train People
GP 2.6 Control Work Products
GP 2.7 Identify and Involve Relevant Stakeholders
GP 2.8 Monitor and Control the Process
GP 2.9 Objectively Evaluate Adherence
GP 2.10 Review Status with Higher Level Management
GG 3 Institutionalize a Defined Process
GP 3.1 Establish a Defined Process
GP 3.2 Collect Process Related Experiences
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SP 1.1
SP 1.2
SP 1.3
SP 1.4
SP 1.5
SP 1.6
SP 1.7
SP 2.1
SP 2.2
SP 2.3
SP 2.4
SP 2.5
SP 2.6
SP 2.7
SP 3.1
SP 3.2
SP 3.3
SP 3.4
SP 3.5
GP 2.1
GP 2.2
GP 2.3
GP 2.4
GP 2.5
GP 2.6
GP 2.7
GP 2.8
GP 2.9
GP 2.10
GP 3.1
GP 3.2
REQM
FI
FI
FI
FI
FI
PP
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
LI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
LI
Level 2
PMC PPQA
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
CM
FI
FI
FI
MA
FI
FI
FI
FI
OPF
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
LI
OPD
FI
FI
FI
FI
FI
OT
FI
FI
FI
FI
IPM
FI
LI
FI
FI
LI
RSKM
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
PI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
LI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
LI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
LI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
LI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
L
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
LI
FI
FI
FI
FI
FI
FI
FI
FI
PI
FI
FI
LI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
LI
Level 3
DAR
FI
FI
LI
LI
LI
LI
RD
FI
FI
TS
LI
LI
LI
PI
LI
LI
LI
VER
FI
FI
FI
VAL
FI
FI
FI
FI
FI
FI
FI
FI
LI
LI
LI
LI
LI
LI
FI
FI
FI
LI
PI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
LI
LI
PI
LI
LI
LI
LI
PI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
LI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
LI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
LI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
LI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
LI
Practice Rating
FI
> 75% Likely to be succesful
LI
25-75% Process is defined, understood and planned, but not yet fully executed on any or all projects
PI
25-75% Corrective action required
NI
< 25%
No such item in this PA
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
FI
LI
16
ISO/IEC 15504 (SPICE)
17
ISO 15504 History



Working group was formed in 1993
SPICE = Software Process Improvement and
Capability Evaluation  dEtermination
Major revision on 2004, related with ISO 12207
Maturity model integrated as ISO/IEC 15504
Part 7 in 2008
19
Process Attributes
Capability Levels
and Process Attributes
Process Attribute ID
Level 0: Incomplete process
Level 1: Performed process
PA 1.1
Process performance
Level 2: Managed process
PA 2.1
Process Performance management
PA 2.2
Work product management
Level 3: Established process
PA 3.1
Process definition
PA 3.2
Process deployment
Level 4: Predictable process
PA 4.1
Process Measurement
PA 4.2
Process control
Level 5: Optimizing process
PA 5.1
Process Innovation
PA 5.2
Continuous optimization
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21
Process Attribute Rating Values
N
Not achieved
P
Partially achieved > 15 % to 50 % achievement
L
Largely achieved
> 50 % to 85% achievement
F
Fully achieved
> 85 % to 100 % achievement
0 to 15 % achievement
22
Process Ratings for Levels
Scale
Process Attributes
Rating
Level 1
PA 1.1 - Process Performance
Largely or fully
Level 2
PA 1.1 - Process Performance
Fully
PA 2.1 - Performance Management
Largely or fully
PA 2.1 - Work Product Management
Largely or fully
PA 1.1 - Process Performance
Fully
PA 2.1 - Performance Management
Fully
PA 2.1 - Work Product Management
Fully
PA 3.1 - Process Definition
Largely or fully
PA 3.1 - Process Deployment
Largely or fully
Level 3
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Scale
Process Attributes
Rating
Level 4
PA 1.1 - Process Performance
Fully
PA 2.1 - Performance Management
Fully
PA 2.1 - Work Product Management
Fully
PA 3.1 - Process Definition
Fully
PA 3.1 - Process Deployment
Fully
PA 4.1 Process Measurement
Largely or fully
PA 4.2 Process Control
PA 1.1 - Process Performance
Largely or fully
Fully
PA 2.1 - Performance Management
Fully
PA 2.1 - Work Product Management
Fully
PA 3.1 - Process Definition
Fully
PA 3.1 - Process Deployment
Fully
PA 4.1 Process Measurement
Fully
PA 4.2 Process Control
Fully
PA 5.1 Process Innovation
Largely or fully
PA 5.2 Process Optimization
Largely or fully
Level 5
24
An Example Assessment
25
Exemplar Organizational
Maturity model for ISO 15504
26
27
Similarities & Differences




CMMI and ISO/IEC 15504 both can be used for
software process improvement.
CMMI and ISO/IEC 15504 has assessment methods.
Although CMMI began with staged representation, it
has adopted continous representation. Vice versa is
true for ISO/IEC 15504 .
CMMI has specific and generic goals, ISO/IEC 15504
has process attributes.
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Similarities & Differences


CMMI gives a single maturity rating for the
organization (staged). ISO/IEC 15504 gives a
rating for each process area.
CMMI is proprietary, it belongs to SEI.
ISO/IEC 15504 is publicly available through
National Standards Bodies. (TSE made the
first assessment in 2010)
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Similarities & Differences


CMMI is actively sponsored by the US
Department of Defense. ISO/IEC 15504 has the
support of the international community.
CMMI has only software development, services
and acquisition extensions. ISO/IEC 15504 is
applied to major sectors such as automotive,
space and medical systems.
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Similarities & Differences



The CMM was created first, and reached critical
'market' share before ISO/IEC 15504 became
available.
The CMM has subsequently been replaced by the
CMMI, which incorporates many of the ideas of
ISO/IEC 15504, but also retains the benefits of the
CMM.
ISO/IEC 15504 is not available as free download but
must be purchased from the ISO. CMMI is available as
free downloads from the SEI website.
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References



CMMI V1.3 DEV
ISO/IEC 15504
www.sei.cmu.edu
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Thank You – Any Questions
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