Software Engineering Management Practices
Capability Maturity Model Integration Initiative
For more information, Background
please contact—
As organizations struggle to be competi-
tive and profitable, executives look for
SEI Customer Relations guidance. One approach to organiza-
tional improvement, the Capability
Maturity Model® (CMM®) approach,
Phone
relies on a collection of best practices in
412 / 268-5800 a particular discipline, such as software
engineering, systems engineering, and
Email integrated product and process develop-
customer-relations@sei.cmu.edu ment (IPPD). More recently,
organizations have been seeking a way
World Wide Web to successfully and easily integrate their
CMM-based improvement activities.
www.sei.cmu.edu/cmmi
The SEI, in collaboration with govern-
ment and industry, has developed the
CMM IntegrationSM (CMMISM) V1.0
Product Suite to help organizations more
easily integrate their process improve-
ment activities.
Goals
• Transition the existing separate-
discipline communities to CMMI.
• Accommodate additional disci-
plines selected for integration into
the CMMI Product Suite.
• Harmonize the CMMI Product Suite
with appropriate national and inter-
national standards.
Benefits
CMMs reflect a set of disciplined prac-
tices that, if followed, lead to more
predictable and efficient development
and evolution of products that are soft-
ware intensive.
The CMM for Software (SW-CMM) is
in use at more than five thousand organi-
zations worldwide to support
organizations’ adoption of more effec-
tive management practices. Typical
benefits experienced from using the SW-
CMM include: productivity gains
(35%), reduction in time to market
(20%), quality improvements (40%),
business value ratio (benefits/costs: 5:1),
improved customer satisfaction, and
improved employee morale.
CMM Integration models provide orga-
nizations with a best-practices
framework addressing both the systems
engineering and software engineering
disciplines; and optionally, Integrated
Product and Process Development
(IPPD). These models leverage the suc-
cess of the Software CMM while
providing richer coverage of product
engineering practices and achieving
compatibility with appropriate interna-
tional standards.
Areas of Work
Capability Maturity Model
Integration
Capability maturity models are struc-
tured collections of recommended
management and engineering practices
that help organizations to characterize
their ability to perform in the areas
addressed by each model, establish
goals for improvement, set priorities for
immediate actions, and establish a cul-
ture of excellence.
Industry, government, and the SEI are
now refining the CMMI V1.0 Product
Suite to V1.1 to reflect lessons learned
from using V1.0, address the acquisition
discipline, and provide a method for
evaluating a supplier’s process
capability.
CMMs currently supported by the SEI
include:
CMMI for Systems Engineering/
Software Engineering (CMMI-SE/SW)
This model addresses management and
product engineering practices that
improve an organization’s ability to
develop and maintain products that are
software intensive.
3/01 • 1
 CMMI for Systems Engineering/
Software Engineering/Integrated
Product and Process Development
(CMMI-SE/SW/IPPD)
This model extends the CMMI-SE/
SW model and is intended for organi-
zations developing or maintaining
products in an integrated product and
process development environment.
CMM for Software (SW-CMM)
This model addresses software man-
agement and engineering practices
that improve an organization’s ability
to develop and maintain software.
People CMM (P-CMM)
This model addresses management
practices for developing and managing
the work force of an organization.
Used in conjunction with other
CMMs, the P-CMM helps organiza-
tions attract, manage, and retain the
best individuals needed to achieve its
goals.
Software Acquisition CMM
(SA-CMM)
This model addresses management
practices for those acquiring (rather
than building) software-intensive
systems.
Appraisal and Improvement
Methods
SCAMPISM (Standard CMMI
Appraisal Method for Process
Improvement)
This CMMI-based method is designed
for assessing the strengths and weak-
nesses of an organization as a basis for
improving its capability.
CBA IPI (CMM-Based Appraisal for
Internal Process Improvement)
This method is very similar to
SCAMPI but is CMM-based.
Software Capability Evaluation
(SCESM)
The SCE is a method for evaluating
the engineering and management pro-
cesses of a supplier organization to
2 • 3/01
gain insight into its process capability.
The process capability of an organiza-
tion provides one means of predicting
the most likely outcomes of an organi-
zation’s next engineering project.
Software Risk Evaluation (SRE)
SRE is a diagnostic and decision-
making tool that is used to identify,
categorize, prioritize, and plan mitiga-
tion strategies for specific program
risks emanating from product, process,
management, resources, and contract
constraints. The program’s own per-
sonnel participate in identifying and
analyzing risk as well as in generating
mitigation plans for the risks facing
the development effort.
Process Improvement (PI)
The SEI helps organizations to
improve their engineering and man-
agement processes using CMMI
products, the SW-CMM, P-CMM, and
SA-CMM as guides. The SCAMPI,
CBA IPI, and SRE are a means for
helping organizations assess their
strengths and weaknesses. Typically,
these assessments are followed up by
helping the organization to choose and
apply improved processes.
Continuous Risk Management (CRM)
The CRM approach integrates and
adapts the practice of continuous risk
management with current program
management practices. The corner-
stone of this work is the risk clinic: a
customer-site workshop that builds a
tailored risk management practice for
the project and a plan for implementa-
tion. The risk clinic is followed by
periodic coaching as risk management
is put into practice. A training package
can be tailored to the organization’s
new business practices.
Team Risk Management (TRM)
TRM extends CRM to all organiza-
tions in a program (customer and
supplier), tailoring methods and tools
to the joint management of risk. The
cornerstone of this work is the team
Capability Maturity Model Integration Initiative
 risk clinic: a customer-site work-
shop that defines the risk
management methods and tools to
be used by the program organiza-
tions as a team. This is followed by
periodic coaching as team risk man-
agement is put into place.
Involvement in International
Standards
Under the auspices of the Interna-
tional Organization for
Standardization and the Interna-
tional Electrotechnical Commission
(ISO/IEC), the SEI is involved with
an effort in software process assess-
ment to promote an emerging
standard and coordinate trials to
assess its utility and readiness for
standardization.
Broad Community Support
Software Engineering Process
Group (SEPG) Conference
First held in 1988, the annual SEPG
Conference has grown from 25
attendees to more than 1800. It is
the premier conference on software
engineering process improvement.
Attendees develop an enhanced
appreciation for both the cultural
aspects of technological change and
the technical insights that help
ensure more effective implementa-
tion of higher maturity practices.
Software Process Improvement
Network (SPIN)
A SPIN is a regionally defined
group of software engineering pro-
fessionals interested in software
process improvement. They meet
regularly to share improvement
experiences, listen to presentations,
and work together toward solutions
to common problems. There are
more than 85 SPINs worldwide.
Each SPIN is an autonomous (gen-
erally volunteer) organization, but
the SEI coordinates the “network”
of SPINs, providing information to
existing SPINs and “starter pack-
Capability Maturity Model Integration Initiative
ages” to those desiring to form
SPINs.
Courses
Courses supporting the transition of
CMMs into practice are offered by
the SEI and the SEI’s licensed tran-
sition partners. Periodic public
courses can be attended by anyone,
with a reduced charge for govern-
ment personnel. In addition,
customer-site courses are offered to
individual organizations, with a
reduced fee for government
organizations.
Introduction to CMMI Model
Two separate three-day courses
introduce the participants to the fun-
damental concepts of the CMMI
Product Suite and either the staged
or continuous representation of the
CMMI model. The participants will
gain enough understanding of the
CMMI process areas to begin a pro-
cess improvement program and
participate on a CMMI-based
assessment as a team member.
Intermediate Concepts of CMMI
This five-day course provides par-
ticipants with a deeper
understanding of CMMI models.
This course helps prepare partici-
pants to make valid judgements
regarding an organization's imple-
mentation of the CMMI process
areas; and is a requirement for those
interested in teaching or leading
assessments using the CMMI
models.
Introduction to the Capability
Maturity Model for Software
This three-day course introduces
participants to the SW-CMM and its
fundamental concepts. It empha-
sizes understanding of the five
maturity levels and their key pro-
cess areas (KPAs) as well as helping
participants to make valid judge-
ments regarding an organization’s
3/01 • 3
 implementation of the software engi-
neering KPAs.
Introduction to the People Capability
Maturity Model
This three-day course introduces par-
ticipants to the People CMM and the
elements of managing and developing
the work force of an organization. It
emphasizes understanding of the five
maturity levels and their KPAs and
helps participants to make valid judge-
ments regarding an organization’s
implementation of these KPAs.
Introduction to the Software
Acquisition Capability Maturity
Model
This two-day course is designed to
give participants an overview of the
SA-CMM and its fundamental con-
cepts. The course centers around the
five maturity levels of the model and
their characteristic KPAs. Course dis-
cussions and exercises are designed to
give participants a basic understanding
of the principles and activities of the
SA-CMM and to show how use of this
structured approach to process
improvement can be applied to a vari-
ety of acquisition activities in
government and industry.
SCAMPI Lead AssessorSM Training
This five-day course prepares partici-
pants to become authorized SCAMPI-
based lead assessors in the SEI
Appraiser Program. There is a three-
day version of this course for those
having appropriate assessment experi-
ence, e.g. with CBA IPI.
CBA Lead Assessor Training
This five-day course prepares partici-
pants to become authorized CBA IPI-
based lead assessors in the SEI
Appraiser Program (for leading
assessments based on the SW-CMM).
® Capability Maturity Model and CMM are registered in the U.S. Patent and Trademark Office.
SM
CMM Integration, CMMI, SCAMPI, SCAMPI lead assessor, and SCE are service marks of
Carnegie Mellon University.
4 • 3/01
SCE Lead Evaluator Training
This five-day course is for those who
have experience in process assessment
or evaluation and who wish to become
authorized lead evaluators. It prepares
participants to become authorized to
lead evaluations based on the software
capability evaluation (SCE) method to
support selecting suppliers of software
products and services.
Mastering Process Improvement
This five-day course is for those who
will serve as leaders or key members
of software engineering or systems
engineering process improvement
groups. It prepares participants with a
how-to understanding of the skills and
activities required to guide process
improvement in the organization.
Research
Understanding High-Maturity
Practices
A growing number of organizations
are concerned with how to quantita-
tively manage their engineering
processes and use measurement to
support innovation and technology
transition. The purpose of this research
is to
1. identify the specific engineering
and management practices of high-
maturity organizations in terms of
their methodologies, techniques,
and tools
2. identify technical areas that sup-
port the continuing improvement
of high-maturity organizations and
identify specific improvement
needs of mature organizations
3. focus on maturity level 5 issues of
managing innovation and technol-
ogy transition in a well-
instrumented environment
Capability Maturity Model Integration Initiative
 Software Engineering Management Practices
Capability Maturity Model Integration Initiative
For more information, Background
please contact—
As organizations struggle to be competi-
tive and profitable, executives look for
SEI Customer Relations guidance. One approach to organiza-
tional improvement, the Capability
Maturity Model® (CMM®) approach,
Phone
relies on a collection of best practices in
412 / 268-5800 a particular discipline, such as software
engineering, systems engineering, and
Email integrated product and process develop-
customer-relations@sei.cmu.edu ment (IPPD). More recently,
organizations have been seeking a way
World Wide Web to successfully and easily integrate their
CMM-based improvement activities.
www.sei.cmu.edu/cmmi
The SEI, in collaboration with govern-
ment and industry, has developed the
CMM IntegrationSM (CMMISM) V1.0
Product Suite to help organizations more
easily integrate their process improve-
ment activities.
Goals
• Transition the existing separate-
discipline communities to CMMI.
• Accommodate additional disci-
plines selected for integration into
the CMMI Product Suite.
• Harmonize the CMMI Product Suite
with appropriate national and inter-
national standards.
Benefits
CMMs reflect a set of disciplined prac-
tices that, if followed, lead to more
predictable and efficient development
and evolution of products that are soft-
ware intensive.
The CMM for Software (SW-CMM) is
in use at more than five thousand organi-
zations worldwide to support
organizations’ adoption of more effec-
tive management practices. Typical
benefits experienced from using the SW-
CMM include: productivity gains
(35%), reduction in time to market
(20%), quality improvements (40%),
business value ratio (benefits/costs: 5:1),
improved customer satisfaction, and
improved employee morale.
CMM Integration models provide orga-
nizations with a best-practices
framework addressing both the systems
engineering and software engineering
disciplines; and optionally, Integrated
Product and Process Development
(IPPD). These models leverage the suc-
cess of the Software CMM while
providing richer coverage of product
engineering practices and achieving
compatibility with appropriate interna-
tional standards.
Areas of Work
Capability Maturity Model
Integration
Capability maturity models are struc-
tured collections of recommended
management and engineering practices
that help organizations to characterize
their ability to perform in the areas
addressed by each model, establish
goals for improvement, set priorities for
immediate actions, and establish a cul-
ture of excellence.
Industry, government, and the SEI are
now refining the CMMI V1.0 Product
Suite to V1.1 to reflect lessons learned
from using V1.0, address the acquisition
discipline, and provide a method for
evaluating a supplier’s process
capability.
CMMs currently supported by the SEI
include:
CMMI for Systems Engineering/
Software Engineering (CMMI-SE/SW)
This model addresses management and
product engineering practices that
improve an organization’s ability to
develop and maintain products that are
software intensive.
3/01 • 1
 CMMI for Systems Engineering/
Software Engineering/Integrated
Product and Process Development
(CMMI-SE/SW/IPPD)
This model extends the CMMI-SE/
SW model and is intended for organi-
zations developing or maintaining
products in an integrated product and
process development environment.
CMM for Software (SW-CMM)
This model addresses software man-
agement and engineering practices
that improve an organization’s ability
to develop and maintain software.
People CMM (P-CMM)
This model addresses management
practices for developing and managing
the work force of an organization.
Used in conjunction with other
CMMs, the P-CMM helps organiza-
tions attract, manage, and retain the
best individuals needed to achieve its
goals.
Software Acquisition CMM
(SA-CMM)
This model addresses management
practices for those acquiring (rather
than building) software-intensive
systems.
Appraisal and Improvement
Methods
SCAMPISM (Standard CMMI
Appraisal Method for Process
Improvement)
This CMMI-based method is designed
for assessing the strengths and weak-
nesses of an organization as a basis for
improving its capability.
CBA IPI (CMM-Based Appraisal for
Internal Process Improvement)
This method is very similar to
SCAMPI but is CMM-based.
Software Capability Evaluation
(SCESM)
The SCE is a method for evaluating
the engineering and management pro-
cesses of a supplier organization to
2 • 3/01
gain insight into its process capability.
The process capability of an organiza-
tion provides one means of predicting
the most likely outcomes of an organi-
zation’s next engineering project.
Software Risk Evaluation (SRE)
SRE is a diagnostic and decision-
making tool that is used to identify,
categorize, prioritize, and plan mitiga-
tion strategies for specific program
risks emanating from product, process,
management, resources, and contract
constraints. The program’s own per-
sonnel participate in identifying and
analyzing risk as well as in generating
mitigation plans for the risks facing
the development effort.
Process Improvement (PI)
The SEI helps organizations to
improve their engineering and man-
agement processes using CMMI
products, the SW-CMM, P-CMM, and
SA-CMM as guides. The SCAMPI,
CBA IPI, and SRE are a means for
helping organizations assess their
strengths and weaknesses. Typically,
these assessments are followed up by
helping the organization to choose and
apply improved processes.
Continuous Risk Management (CRM)
The CRM approach integrates and
adapts the practice of continuous risk
management with current program
management practices. The corner-
stone of this work is the risk clinic: a
customer-site workshop that builds a
tailored risk management practice for
the project and a plan for implementa-
tion. The risk clinic is followed by
periodic coaching as risk management
is put into practice. A training package
can be tailored to the organization’s
new business practices.
Team Risk Management (TRM)
TRM extends CRM to all organiza-
tions in a program (customer and
supplier), tailoring methods and tools
to the joint management of risk. The
cornerstone of this work is the team
Capability Maturity Model Integration Initiative
 risk clinic: a customer-site work-
shop that defines the risk
management methods and tools to
be used by the program organiza-
tions as a team. This is followed by
periodic coaching as team risk man-
agement is put into place.
Involvement in International
Standards
Under the auspices of the Interna-
tional Organization for
Standardization and the Interna-
tional Electrotechnical Commission
(ISO/IEC), the SEI is involved with
an effort in software process assess-
ment to promote an emerging
standard and coordinate trials to
assess its utility and readiness for
standardization.
Broad Community Support
Software Engineering Process
Group (SEPG) Conference
First held in 1988, the annual SEPG
Conference has grown from 25
attendees to more than 1800. It is
the premier conference on software
engineering process improvement.
Attendees develop an enhanced
appreciation for both the cultural
aspects of technological change and
the technical insights that help
ensure more effective implementa-
tion of higher maturity practices.
Software Process Improvement
Network (SPIN)
A SPIN is a regionally defined
group of software engineering pro-
fessionals interested in software
process improvement. They meet
regularly to share improvement
experiences, listen to presentations,
and work together toward solutions
to common problems. There are
more than 85 SPINs worldwide.
Each SPIN is an autonomous (gen-
erally volunteer) organization, but
the SEI coordinates the “network”
of SPINs, providing information to
existing SPINs and “starter pack-
Capability Maturity Model Integration Initiative
ages” to those desiring to form
SPINs.
Courses
Courses supporting the transition of
CMMs into practice are offered by
the SEI and the SEI’s licensed tran-
sition partners. Periodic public
courses can be attended by anyone,
with a reduced charge for govern-
ment personnel. In addition,
customer-site courses are offered to
individual organizations, with a
reduced fee for government
organizations.
Introduction to CMMI Model
Two separate three-day courses
introduce the participants to the fun-
damental concepts of the CMMI
Product Suite and either the staged
or continuous representation of the
CMMI model. The participants will
gain enough understanding of the
CMMI process areas to begin a pro-
cess improvement program and
participate on a CMMI-based
assessment as a team member.
Intermediate Concepts of CMMI
This five-day course provides par-
ticipants with a deeper
understanding of CMMI models.
This course helps prepare partici-
pants to make valid judgements
regarding an organization's imple-
mentation of the CMMI process
areas; and is a requirement for those
interested in teaching or leading
assessments using the CMMI
models.
Introduction to the Capability
Maturity Model for Software
This three-day course introduces
participants to the SW-CMM and its
fundamental concepts. It empha-
sizes understanding of the five
maturity levels and their key pro-
cess areas (KPAs) as well as helping
participants to make valid judge-
ments regarding an organization’s
3/01 • 3
 implementation of the software engi-
neering KPAs.
Introduction to the People Capability
Maturity Model
This three-day course introduces par-
ticipants to the People CMM and the
elements of managing and developing
the work force of an organization. It
emphasizes understanding of the five
maturity levels and their KPAs and
helps participants to make valid judge-
ments regarding an organization’s
implementation of these KPAs.
Introduction to the Software
Acquisition Capability Maturity
Model
This two-day course is designed to
give participants an overview of the
SA-CMM and its fundamental con-
cepts. The course centers around the
five maturity levels of the model and
their characteristic KPAs. Course dis-
cussions and exercises are designed to
give participants a basic understanding
of the principles and activities of the
SA-CMM and to show how use of this
structured approach to process
improvement can be applied to a vari-
ety of acquisition activities in
government and industry.
SCAMPI Lead AssessorSM Training
This five-day course prepares partici-
pants to become authorized SCAMPI-
based lead assessors in the SEI
Appraiser Program. There is a three-
day version of this course for those
having appropriate assessment experi-
ence, e.g. with CBA IPI.
CBA Lead Assessor Training
This five-day course prepares partici-
pants to become authorized CBA IPI-
based lead assessors in the SEI
Appraiser Program (for leading
assessments based on the SW-CMM).
® Capability Maturity Model and CMM are registered in the U.S. Patent and Trademark Office.
SM
CMM Integration, CMMI, SCAMPI, SCAMPI lead assessor, and SCE are service marks of
Carnegie Mellon University.
4 • 3/01
SCE Lead Evaluator Training
This five-day course is for those who
have experience in process assessment
or evaluation and who wish to become
authorized lead evaluators. It prepares
participants to become authorized to
lead evaluations based on the software
capability evaluation (SCE) method to
support selecting suppliers of software
products and services.
Mastering Process Improvement
This five-day course is for those who
will serve as leaders or key members
of software engineering or systems
engineering process improvement
groups. It prepares participants with a
how-to understanding of the skills and
activities required to guide process
improvement in the organization.
Research
Understanding High-Maturity
Practices
A growing number of organizations
are concerned with how to quantita-
tively manage their engineering
processes and use measurement to
support innovation and technology
transition. The purpose of this research
is to
1. identify the specific engineering
and management practices of high-
maturity organizations in terms of
their methodologies, techniques,
and tools
2. identify technical areas that sup-
port the continuing improvement
of high-maturity organizations and
identify specific improvement
needs of mature organizations
3. focus on maturity level 5 issues of
managing innovation and technol-
ogy transition in a well-
instrumented environment
Capability Maturity Model Integration Initiative