BI-DIRECTIONALGAPANALYSESOFCMMI,AUTOMOTIVESPICE,ANDINCOSETravisFoust,MatthewRamirez,ReginaDorowOctober2nd,20172BACKGROUNDCMMIforDevelopmentisaprocessreferencemodeldevelopedbytheSoftwareEngineeringInstitute(SEI)tobeusedbyorganizationsdevelopingsystems(softwareorotherwise)tomeasuretheirmaturityand/orcapability.AutomotiveSPICE,orASPICE,isaprocessreferencemodeldevelopedbyorganizationswithintheautomotiveindustrytocreateamoreautomotive-focusedreferencemodelcomparedtoSPICEorCMMI.ASPICEisderivedfromSPICE.INCOSESystemsEngineeringHandbookisahandbookdevelopedbytheInternationalCouncilofSystemsEngineeringtobeapracticalguidetoSystemsEngineering.INCOSEstandardsarebeusedtoevaluateindividualengineerswhileCMMIandASPICEareusedtoevaluateorganizations.ThehandbookadherestoISO15288.Objective-WhileCMMIandASPICEarethetwodominantsetsofstandardsintheautomotiveindustry,thisstudywillattempttounderstandthedifferencesbetweenallthreeofthesestandards.Theresultswillbeavaluableresourceindeterminingwhatstandard(s)shouldbemappedandadoptedasbestpractice,requiredofsuppliers,and/orusedforinternalappraisals.3CMMIProjectManagementEngineeringSupportProcessManagementREQM(2)RequirementsManagementPP(2)ProjectPlanningPMC(2)ProjectMonitoringandControlSAM(2)SupplierAgreementManagementIPM(3)IntegratedProjectManagementRSKM(2)RiskManagementQPM(4)QuantitativeProjectManagementRD(3)RequirementsDevelopmentTS(3)TechnicalSolutionPI(3)ProductIntegrationVER(3)VerificationVAL(3)ValidationMA(2)MeasurementandAnalysisDAR(3)DecisionAnalysisandResolutionPPQA(2)ProcessandProductQualityAssuranceCM(2)ConfigurationManagementCAR(5)CausalAnalysisandResolutionOPF(3)OrganizationalProcessFocusOPD(3)OrganizationalProcessDefinitionOT(3)OrganizationalTrainingOPP(4)OrganizationalProcessPerformanceOPM(5)OrganizationalPerformanceManagement4ASPICE[1]5INCOSE[2]METHODOLOGYANDAPPROACH67THEPROCESS1.BecomefamiliarwithCMMI,ASPICE,andINCOSE.2.Conductliteraturereviewtounderstandsimilarstudiesinthefield.3.Definegapanalysisscopeandtechnique.4.Executegapanalyses.5.Reviewgapanalyses.6.Analyzeresults.7.Determineanddocumentconclusions.8.Developappropriateproposedactions.6Analyses(bi-directionalx3)CMMI–167SpecificPracticesASPICE–261BasePracticesINCOSE–110ProcessActivities8ANALYSESVOLUMECMMIASPICEINCOSE9EXAMPLEANALYSIS–ASPICETOCMMIASPICESystemEngineeringProcessGroup(SYS)SYS.1RequirementsElicitationSYS.1.BP1:Obtainstakeholderrequirementsandrequests.SearchCMMIspecificpracticesformatchtoSYS.1.BP1.CMMIEngineeringRequirementsDevelopment(RD)RD1.1:Elicitstakeholderneeds,expectations,constraints,andinterfacesforallphasesoftheproductlifecycle.ASPICESYS.1RequirementsElicitationASPICEBPCMMISPSYS.1.BP1RD1.1SYS.1.BP2SYS.1.BP3SYS.1.BP4SYS.1.BP5SYS.1.BP6Coverage16.7%“ASPICEtoCMMI”mayalsobeinterpretedasCMMIcoverageofASPICE.10CHALLENGESASPICEDevelopsoftwaredetaileddesign.CMMIDevelopadesignfortheproductorproductcomponent.GapMatchASPICEIdentifyrelevantregulations.INCOSEUseexperttohelpdeterminerelevantregulationsifneeded.Gap1.Relatedpracticesmaymakeassumptionsand/oromitkeyactions…2.Similarpracticesmayvaryinspecificity…3.Identicalpracticesmayhavedifferentsubjects.E.g.“Identifyrisks”inSystemDesigndoesnotmapto“Identifyrisks”inAcquisition.RESULTS11•MajorGapAreas•Acquisition•Supply•Documentation•Reuse•Consistentgapsfoundinmostprocessesforensuringconsistencyofprocessandcomm...
