CMMI in INDIAN IT

Presented By:
Manish Wali(07030141033)
Rajeev Nair(07030141034)
Vandana Jain(07030141037)
Hardik Mehta(07030141039)
Prataprao Khambalkar(0703014104
Agenda

Need for Model

Capability Maturity Models

Evolution of CMMI

CMMI Architecture

Indian Scenario

Trends in India
Need for Model
Common problems in IT Industries

• Missed deadlines

• Cost overruns

• Constant fire fighting

• Corners cut to meet implementation dates

• Defective code released into production

Origins of CMM®/CMMI®

Software Engineering Institute (SEI)- created

by the US DoD in 1984

Located at Carnegie-Mellon University in

Pittsburgh

Born out of need for the US government to

better evaluate proposals from software
contractors
Capability Maturity
Models
SEI focuses on 3 dimensions Viz. People,
Process, Tools

Process allow – To incorporate knowledge

To leverage resources

SEI defines CMMs to improve process an

organization.
Adhoc, immature process

Disciplined & mature process with improved

capability
Models defines expected structure and practices
of organizations as they increase in software
maturity

Structured collection of elements that describe

the characteristics of effective processes
Evolution of
CMMI
CMMI Architecture
CMMI & India
Why needed?
Indian software companies that want to sew
up outsourcing deals with global companies
need at least one globally recognized
certificate.
According to figures from research firm
Standish Group, requirement engineering
and validation are two key areas that form
the root cause of failure in as many as 60
percent of software projects.
The Software Engineering Institute’s (SEI)
Capability Maturity Model Integration (CMMI)
is become the norm here.
Became first Indian company to achieve
CMMI level 5 for its’ offshore & onsite
operations(June 2002)

Looked at 24 process areas as applied to all

aspects of work, including onsite teams and
customer relationships

First time that an offshore software company

has included the onsite operations of a
project as part of the assessment
Satyam
March 2006

Company has undergone 10 assessments in

30 months, covering 16 business units

Staggered assessment approach taking up

multiple assessments to cover the
businesses
Need
Difficult to improve productivity, manage
schedule overruns, minimize defects and
bugs while assessing risk management in a
fixed-bid project mode

With so many parameters , a mechanism

was needed to improve quality, reduce
defects and win customer confidence.

Hence the need to continuously increase the

quality bar.
Benefits

Reduce errors in requirement engineering

and validation
Helped the company save 50 to 60 % of
expenditure on reworking projects
CMMI allowed them to add various tools for
software testing, such as Pugh metrics and
failure mode, effects & criticality analysis
(FMECA)
Bottom-line: It helped satyam in getting
more business as this model and its
evaluation methods confirm their
commitment to quality of deliverables
L&T
• Embedded Systems & Software (EmSyS), a
business unit of Electrical & Electronics
Division (EBG) of L&T :The first systems
company in the world to implement and be
assessed for using all components of the CMMI
Level 5 model at its Mysore facility.

• Direct impact on L&T’s processes after the

CMMI assessment

• Before using the CMMI model, L&T EmSyS’

defects stood at six per 1,000 lines of code.
L & T (cont.)
• Post assessment the defect rate has come
down to less than 0.7 per 1,000.

• The design cycle time to develop new

products has been cut by half.

• L&T was able to catch 70 % of defects

during the product inspection.
Wipro
Wipro Consulting team implements the CMMI
methodically by:
Performing comprehensive Gap Analysis
Developing a Process Improvement Road
Map
Facilitating Process Definition
Training on the Defined Processes
Support Piloting the process
improvements
Mentoring and hand-holding to
institutionalize the processes
Conducting Preliminary Appraisals to
facilitate in-course corrections
Preparing for formal
appraisal/assessment
Trends in India

Two opposite trends noticed in India compared

to the rest of the world
Trend 1
Many organizations that have been
successful in the adoption of SW-CMM
migrated to CMMI at a rapid pace.
Examples: Infosys, Wipro, Polaris, i-flex, SSI
Trends in India (cont.)
• Other Indian companies that did not adopt
SW-CMM started the adoption of CMMI
from scratch

• Many of these organisations are finding

CMMI to be a better model, even if it’s just
for software processes.

• Organisations are also discovering the

broader applicability of this process model
for the rest of their departments.
Trends in India (cont.)
Trend 2
• Systems development companies are also
seriously looking at CMMI.

• Embedded Systems & Software (EmSyS), a

unit of the Electrical & Electronics Division
of L&T, has become the first systems
company to be assessed for using all the
components of CMMI’s Level 5 model.
Some facts and figures

●
India has more than 65 CMMI level 5
companies
●
India has more than 75 % of the CMMI
certified companies in the world
●
Average time taken for an Indian company
to move up from CMM to CMMI is far less
than the worldwide average.
●
India has the maximum number of level
4 and 5 certified companies.
Beyond CMMI

• CMMI level 5 or anything else is just one

factor among many that goes into creating
a competitive advantage.
• Once a supplier begins executing a project
for a customer, it is the quality of project
that matters and no certification will
matter.
• Level 5 is not the peak. It is the last leg of
the smooth road reaching the bottom of
peak, where one starts climbing.
REFERENCES
 www.sei.com

Company websites of Infosys, Satyam, L&T,

Wipro

Book: CMMI Guidelines for Process

Integration and Product improvement
-By Mary Betch Chrissis, Mike Konrad