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The Rational Unified Process® and the Capability Maturity ® Model – Integrated Systems/Software Engineering
Brian Gallagher Lisa Brownsword
SM CMMI

and CMM Integration are service marks of Carnegie Mellon University.

® Capability Maturity Model, Capability Maturity Modeling, and CMM are registered in the U.S. Patent & Trademark Office.
TM

Rational Unified Process is a trademark ofRational Software.

® RUP is a registered trademark of Rational Software.
© 2001 by Carnegie Mellon University 1 RU{/CMMI Tutorial - ESEPG

Acknowledgements
Defense Integrated Military Human Resources System (DIMHRS) • K.C. King • Wade Brignac • Kenneth Buck • Paul Evitts • Jerry Perry • Robert Woods Rational Software Corporation • Philippe Kruchten • Jim Smith

© 2001 by Carnegie MellonUniversity

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Topics
Goals and Purpose CMMI Overview RUP Overview RUP to CMMI Mapping Lessons Learned

© 2001 by Carnegie Mellon University

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What We’ve Heard
I’m using RUP, why would I want to look at the CMMI? I’m trying to decide between using RUP and CMMI What’s the difference between CMMI and RUP?

I’m doing CMMI-basedimprovement, how can a tool like RUP help me? How can I use RUP to develop ‘systems’, not just software?

CMMI is more a ‘waterfall’ development process, I need a more iterative approach

© 2001 by Carnegie Mellon University

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Our Approach
• Plan - Set comparison objectives - Select review team - Identify the RUP/CMMI authoritative source and constituentelements to be used in the comparison - Determine comparison information to capture • Train review team on CMMI • Determine how RUP supports CMMI • Determine how CMMI supports RUP • Report the results - Develop this tutorial - Develop a detailed Technical Report (~Aug 01)
© 2001 by Carnegie Mellon University 5 RU{/CMMI Tutorial - ESEPG

Tutorial Goals
Explore commonalities between RUP and CMMIIdentify differences between RUP and CMMI Recommend improvements in RUP and CMMI to strengthen both

© 2001 by Carnegie Mellon University

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Intended Audience
Organizations engaged in CMMI-based improvement considering using RUP Organizations using RUP who are considering CMMI-based improvement Appraisal teams using CMMI as a “yardstick” for organizations orprojects using RUP

© 2001 by Carnegie Mellon University

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Topics
Goals and Purpose CMMI Overview RUP Overview RUP to CMMI Mapping Lessons Learned

© 2001 by Carnegie Mellon University

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What Is CMMI?
A framework of the key process elements for a system development • structured collection of processes proven throughexperience An integrated view of process improvement across multiple disciplines • sets process improvement goals and priorities • provides guidance for quality processes • provides a yardstick for assessing current practices Based on concepts and approaches pioneered by Crosby, Deming, Juran, Humphrey, et. al
© 2001 by Carnegie Mellon University 9 RU{/CMMI Tutorial - ESEPG

Elements of anEffective Process -1

= CMMI Key Elements
© 2001 by Carnegie Mellon University 10 RU{/CMMI Tutorial - ESEPG

Elements of an Effective Process -2

= CMMI Key Elements
© 2001 by Carnegie Mellon University 11

= Your Project’s Additional Elements
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Capability and Maturity
Process capability pertains to an individual process • Knowing the process capabilities of acollection of processes has implications for organizational maturity Organizational maturity pertains to a set of processes • Being at a particular level of organizational maturity has process capability implications for multiple processes

© 2001 by Carnegie Mellon University

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CMMI Model Representations
Two approaches to process improvement • process...
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