CMMI5级咨询认证的费用为什么这么贵？

夜雨声烦

很多人提到CMMI4/5的实施为啥那么难，到底适合中国软件公司来运行和使用吗，从今周起我就会帮助大家来解析CMMI4/5中的内容，到底CMMI的高级别中有没有干货可以借鉴，本次解析会分为15次进行，这15次内容主要和大家分享：CMMI高级别的概念、统计学思想、OPP组织过程性能、QPM组织性能管理、CAR根因分析、OPM组织性能管理、Minitab的使用、CrystalBall的使用、CMMI4/5实施案例

那我们第1次，我们先来解析下常见的CMMI高级别的概念吧

什么是CMMI高成熟度概念呢？

CMMI3属于定义级，表示公司刚刚走上成熟管理的道路，尚不完善，主要关注的是研发过程一致性管理状态程度；

CMMI4属于量化管理级，表示公司对iso三体系认证研发和集成都有了成熟的指标体系作为参考，主要关注的是组织级（含项目级）量化数据管理状态程度。

CMMI5属于优化管理级，表示公司具备了持续优化改进的能力，主要关注的是商业目标是否能达成。

如果企业具备以下几种能力特征，那就意味着企业已经开始具备CMMI4/5的能力水平了

1.Statistical and other quantitative methods are used, at the organizational and project levels, to understand past and predict future quality and process performance

2.Organizations establish objectives for quality and process performance based on their business objectives

3.Projects establish their objectives based on those of the organization and the customer needs

4.Projects use statistical and quantitative methods in their activities and behaviors to plan, monitor, and control progress against their objectives

5.Organizations use the resulting information to understand process performance, variation, and target areas for continuing improvement, and evaluate the proposed improvement's impact

稳定的过程和有能力的过程

Stable Process

The state where all special causes of process variation are removed and prevented from recurring and only common causes of process variation remain.

Process Stability depends on the following:

sufficient support (e.g., process description, measures, tools, and training) for the process

consistent execution of the process

a good fit of the process in its operating context

QA审核的时候不会出现很多不符合...

Capable Process

A process that can satisfy its specified product quality, service quality, and process-performance objectives

在这里我们给个例子，让大家理解下：如果客户让你在9周内完成一个新功能的开发，同时你作为项目经理也知道在过去的时间里，开发一个这样的功能大概是8-10周的时间，你能否做出一个承诺，你是否能够识别相关的风险呢？

CMMI4级术语解释

Statistical management 统计管理：使用各种统计的技术和思想去管理（如run charts, control charts, and confidence intervals）

Quantitative management 量化管理：项目可以使用来自于统计的数据和量化的技术来管理项目，最终能够做到：预测是否项目能够达到量化和过程性能目标；识别合适的纠正措施

Assignable cause (special) Variation：Special causes of process variation (assignable cause)

我们要如何思考Variation呢

1、Is the variation in process performance due to events that are not part of the normal process?

2、Does it represent sudden or persistent abnormal changes in one or more of the process components?

3、Are there signals that the process may not have behaved as it should have? If so, it is time to understand why not and take corrective action if necessary.

CMMI5级术语解释

为什会有Common Causes of Variation

Common causes are the sources of variation of a process that exist because of normal and expected interactions among the components of a process (i.e., people, machines, material, environment, and methods)

Common causes represent the noise of the process Level 5 addresses common causes of process variation通用原因代表中CMMI5过程的噪音

四级+五级的实施就是找到并消除以下两种Variation

常见的几种统计技术

1、散点图Scatter Diagrams

2.Run Charts（这玩意能用来做什么：They can be used to examine both variables and attribute data. 比如随时间变化而变化的数据，每小时完成的代码量、每小时的百公里车速...）

3.fishbone鱼骨图

4.直方图

5.Bar Charts

6.Pareto Charts

7.Control Charts:

Focus attention on detecting and monitoring process variation over time. Distinguish special from common causes of variation

更多内容请关注以下iso质量体系证书以及iso质量体系证书底部二维码