group 2_capability maturity model (cmm)

8/13/2019 Group 2_Capability Maturity Model (CMM)

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Capability Maturity ModelGroup 2

Faarah Sarkari(44)

Monal Vora (58)

Apoorva Matkar (28)

Sagar Pawar (39)

Kush Bhatt (6)


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where you are,If you dont know

a map wont help

Watts Humprey


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where you are,You need to know

before you can decidewhere to go!

Grosby


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HISTORY

The CMM was conceived by Mr. Watts Humphrey and was based onthe 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.


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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 organizationsmission 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


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CMM has been used successfully by many organizations to identify

the key areason 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

INTRODUCTION (Contd)


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The five-stage CMM roadmap, through which an

organisation can mature its procedures and practices is asbelow:

1. Initial

2. Repeatable

3. Defined

4. Managed

5. Optimizing

Capability Maturity Model


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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 1 - Initial


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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 2 - Repeatable


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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 3 - Defined


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KPA: process controls in place to measure quality

Detailed measures to identify and correct issues withperformance management

New tools and processes are introduced to an existing

environment to measure the success of the adjustmentsmade

Continuous improvements - managed process

LEVEL 4 - Managed


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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

LEVEL 5 - Optimizing


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Capability Maturity Model


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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


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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?


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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


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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


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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


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SEI itself recognizes that CMM encourages displacement of

goals from the true mission of improving process to theartificial 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.

Problems with CMM


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Process Improvement should be

done to help the BUSINESS Not

for its own sake.

The Bottom Line

group 2_capability maturity model (cmm)

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