Tuesday, September 16, 2008

Hey Jeff! Some of the process areas seem redundant. Why do we have Requirements Management AND Requirements Development?

I have few questions about understating the difference between the following Process Areas of CMMI.
1. Difference between Requirement Management and Requirement Development.
2. Difference between Measurement and Analysis and Quantitative Process Management
3. Difference between Organization Process Focus and Organization Innovation and Deployment
Could you please provide me some insight on these process areas to clearly explain the difference. I would be grateful if you can provide me some examples.

A casual reading of the CMMI model specification may leave you with the impression that they are redundant, but a bit of research will reveal that each process area has been carefully designed for a specific reason.

Requirements Management provides us guidance for accepting new (initial or changed) requirements.  We're asked to ensure they "pass the test" for acceptance, that everyone understands what accepting that requirement means to the project team, that traceability is updated (or created), and the coordination with the plan takes place.  It is a Project Management activity (usually).

So for instance, a requirement MUST be testable, traceable, provided by the right person, and accepted by the right person.  That's the first practice in Requirements Management.

Requirements Development, on the other hand, involves asking and understanding the needs of the customer, developing a requirements specification, drilling down to product and/or technical requirements, and validating the agreed upon requirements. RD works WITH REQM, but they are different.

Measurement and Analysis provided guidance for creating an infrastructure for organizational measurement, and for the collection, storage, and analysis of those metrics.  It is foundational for ML2 (and the rest of CMMI).  Metrics need to tie to the goals and objectives of the organization - indeed - they need to support them.  You might say they need to be traceable to the goals.

Quantitative Project Management (you wrote "process" but I think you meant "project") is a set of practices that guide project managers towards the use of statistical models (generated in OPP) to select and manage their process (by "composing the defined process") in order to meet quantitative ("statistical") goals and objectives.  The statistical implication is always present in ML4 or ML5 process areas.  It is not about creating or using measures, it's about monitoring the project, and then feeding the data back into the baseline.

Organizational Process Focus is a set of practices that guide you through the management of your process improvement project.  It includes setting of needs, assessments, planning, and executing the process project plan. 

Organizational Innovation  and Deployment) may seem a bit like OPF, but in OID improvements are selected using the data generated from OPP ("quantitative vs qualitative") and QPM. Innovations are therefore much more targeted and granular.  Also, piloting of the proposed process improvement is expected.

Take a detailed read through these process areas and you'll see what I mean.  Good luck!

No comments: