Capability Maturity Model

Group 2 Faarah Sarkari(44) Monal Vora (58) Apoorva Matkar (28) Sagar Pawar (39) Kush Bhatt (6)

If you dont know

where you are, a map wont help

Watts Humprey

You need to know

where you are, before you can decide where to go!

Grosby

HISTORY
The CMM was conceived by Mr. Watts Humphrey and was based on the earlier work of Phil Grosby Developed by Software Engineering Institute in mid 1980s at Carnegie Mellon University in Pittsburg. It was used to create a model for the military to use as an objective evaluation of software subcontractors, avionics software and government projects.

INTRODUCTION

Capability Maturity Model is a method of assessment. Used to develop and refine the software development process in the organisations The principle of the CMM is that software development is a management discipline undertaken as part of an organizations mission and strategic plan to achieve its business goals. To ensure success in using the CMM, management must first understand the needs of the organization and accurately predict its ability to meet those needs.

INTRODUCTION (Contd)

CMM has been used successfully by many organizations to identify the key areas on which to focus improvement initiatives. Appropriate for not just large but small organizations as well Where is CMM used ? Software Engineering Systems Engineering Project Management Risk Management Personnel Management System Acquisition Information Technology (IT) Services

Capability Maturity Model

The five-stage CMM roadmap, through which an organisation can mature its procedures and practices is as below: 1. 2. 3. 4. 5. Initial Repeatable Defined Managed Optimizing

LEVEL 1 - Initial
No key process areas Minimal formal processes and project management disciplines Very lax , limited control Results are unpredictable Individual efforts rather than organisation success Most of the organizations are at this level

LEVEL 2 - Repeatable

KPA: definition and enforcement of project management practices Control cost, time and deliverable commitments Repeating previously mastered tasks, to avoid repetitive failures moves organizations to level 2

LEVEL 3 - Defined

KPA: defined process management

Software and engineering processes are formally defined, documented and integrated into standard processes of the performing organisation
Continuous process improvement

LEVEL 4 - Managed

KPA: process controls in place to measure quality Detailed measures to identify and correct issues with performance management New tools and processes are introduced to an existing environment to measure the success of the adjustments made Continuous improvements - managed process

LEVEL 5 - Optimizing

KPA: maintain continuous improvement and optimize existing process

Proactively address the business strengths and weakness Quality efforts on prevention rather than on corrective measures Anticipate the root cause Premier level of optimization
Handful organisations

Capability Maturity Model

Interesting facts about CMM

It is NOT an engineering development standard or a development life cycle There are currently three "flavours Development Acquisition Services Trend

Interesting facts about CMM

Cost Time Isn't CMMI just about software development? How do we get "certified"? Can we go directly to Maturity Level 5?

Difference between ISO and CMM

ISO
ISO is a generic standard. ISO is a standard. ISO focuses on the entire organizations processes ISO Certification is followed by Surveillance audit once in 6 months ISO is continuous Internal Audits are mandatory

CMM
CMM is S/W specific CMM is a model. It doesnt mandate the practices CMM is specific to S/W processes After CMM assessment, there are no such checks. CMM is staged Not mandatory

Timeline for Versions

1987 SEI-87-TR-24 (SW-CMM questionnaire), released. 1989 Managing the Software Process, published. 1991 SW-CMM v1.0, released. 1993 SW-CMM v1.1, released. 1997 SW-CMM revisions halted in support for CMMI. 2000 CMMI v1.02, released. 2002 CMMI v1.1, released. 2006 CMMI v1.2, released.

Other variants of the CMM include Software Security Engineering CMM SSE-CMM and People CMM. Other maturity models such as ISM3 have also emerged.

Benefits of CMM

CMM helps companies improve operational performance by lowering the cost of production, delivery, and sourcing. Improved quality and robustness of deliverables Shortened and more predictable delivery times Cost reductions in development and support A shift in organizational culture from reactive to proactive Implementation of performance measurements organizationally, as well as by project

Problems with CMM

It's a place to start, not a final destination. CMM can't tell an organization what is or isn't important to them. CMM has no formal theoretical basis. It's based on the experience of "very knowledgeable people". The CMM ignores people, loves processes. It mentions people as unreliable and assume that defined processes can somehow render individual excellence less important. The CMM does not perceive or adapt to the conditions of the client organization & has very little information on process dynamics

Problems with CMM

SEI itself recognizes that CMM encourages displacement of goals from the true mission of improving process to the artificial mission of achieving a higher maturity level. Innovation per se does not appear in the CMM at all, and it is only suggested by level 5. Considerable amount of time & effort is required to implement CMM & a major shift in organizational culture & attitude. CMM is not the answer to every organization . It has rigid requirements for documentation & step-by-step progress.

The Bottom Line

Process Improvement should be done to help the BUSINESS Not for its own sake.