Salih, Mohd Fairus A.

CPET32 - Computer Lecture

Capacity Maturity Model Integration (CMMI) Maturity Level

A maturity level is a well-defined evolutionary plateau toward achieving a mature software process. Each
maturity level provides a layer in the foundation for continuous process improvement.

In CMMI models with a staged representation, there are five maturity levels designated by the numbers 1
through 5

1. Initial
2. Managed
3. Defined
4. Quantitatively Managed
5. Optimizing

CMMI Staged Representation- Maturity Levels

Now we will give more detail about each maturity level. Next section will list down all the process areas
related to these maturity levels.

Maturity Level Details:

Maturity levels consist of a predefined set of process areas. The maturity levels are measured by the
achievement of the specific and generic goals that apply to each predefined set of process areas. The following
sections describe the characteristics of each maturity level in detail.

Maturity Level 1 - Initial

At maturity level 1, processes are usually ad hoc and chaotic. The organization usually does not provide a
stable environment. Success in these organizations depends on the competence and heroics of the people in the
organization and not on the use of proven processes.
 Maturity level 1 organizations often produce products and services that work; however, they frequently
exceed the budget and schedule of their projects.

Maturity level 1 organizations are characterized by a tendency to over commit, abandon processes in the
time of crisis, and not be able to repeat their past successes.

Maturity Level 2 - Managed

At maturity level 2, an organization has achieved all the specific and generic goals of the maturity level 2
process areas. In other words, the projects of the organization have ensured that requirements are managed and that
processes are planned, performed, measured, and controlled.

The process discipline reflected by maturity level 2 helps to ensure that existing practices are retained
during times of stress. When these practices are in place, projects are performed and managed according to their
documented plans.

At maturity level 2, requirements, processes, work products, and services are managed. The status of the
work products and the delivery of services are visible to management at defined points.

Commitments are established among relevant stakeholders and are revised as needed. Work products are
reviewed with stakeholders and are controlled.

The work products and services satisfy their specified requirements, standards, and objectives.

Maturity Level 3 - Defined

At maturity level 3, an organization has achieved all the specific and generic goals of the process areas
assigned to maturity levels 2 and 3.

At maturity level 3, processes are well characterized and understood, and are described in standards,
procedures, tools, and methods.

A critical distinction between maturity level 2 and maturity level 3 is the scope of standards, process
descriptions, and procedures. At maturity level 2, the standards, process descriptions, and procedures may be quite
different in each specific instance of the process (for example, on a particular project). At maturity level 3, the
standards, process descriptions, and procedures for a project are tailored from the organization's set of standard
processes to suit a particular project or organizational unit. The organization's set of standard processes includes the
processes addressed at maturity level 2 and maturity level 3. As a result, the processes that are performed across
the organization are consistent except for the differences allowed by the tailoring guidelines.

Another critical distinction is that at maturity level 3, processes are typically described in more detail and
more rigorously than at maturity level 2. At maturity level 3, processes are managed more proactively using an
understanding of the interrelationships of the process activities and detailed measures of the process, its work
products, and its services.

Maturity Level 4 - Quantitatively Managed

At maturity level 4, an organization has achieved all the specific goals of the process areas assigned to
maturity levels 2, 3, and 4 and the generic goals assigned to maturity levels 2 and 3.

At maturity level 4 Subprocesses are selected that significantly contribute to overall process performance.
These selected subprocesses are controlled using statistical and other quantitative techniques.

Quantitative objectives for quality and process performance are established and used as criteria in
managing processes. Quantitative objectives are based on the needs of the customer, end users, organization, and
process implementers. Quality and process performance are understood in statistical terms and are managed
throughout the life of the processes.
 For these processes, detailed measures of process performance are collected and statistically analyzed.
Special causes of process variation are identified and, where appropriate, the sources of special causes are
corrected to prevent future occurrences.

Quality and process performance measures are incorporated into the organizations measurement
repository to support fact-based decision making in the future.

A critical distinction between maturity level 3 and maturity level 4 is the predictability of process
performance. At maturity level 4, the performance of processes is controlled using statistical and other quantitative
techniques, and is quantitatively predictable. At maturity level 3, processes are only qualitatively predictable.

Maturity Level 5 - Optimizing

At maturity level 5, an organization has achieved all the specific goals of the process areas assigned to
maturity levels 2, 3, 4, and 5 and the generic goals assigned to maturity levels 2 and 3.

Processes are continually improved based on a quantitative understanding of the common causes of
variation inherent in processes.

Maturity level 5 focuses on continually improving process performance through both incremental and
innovative technological improvements.

Quantitative process-improvement objectives for the organization are established, continually revised to
reflect changing business objectives, and used as criteria in managing process improvement.

The effects of deployed process improvements are measured and evaluated against the quantitative
process-improvement objectives. Both the defined processes and the organization's set of standard processes are
targets of measurable improvement activities.

Optimizing processes that are agile and innovative depends on the participation of an empowered workforce
aligned with the business values and objectives of the organization. The organization's ability to rapidly respond to
changes and opportunities is enhanced by finding ways to accelerate and share learning. Improvement of the
processes is inherently part of everybody's role, resulting in a cycle of continual improvement.

A critical distinction between maturity level 4 and maturity level 5 is the type of process variation addressed.
At maturity level 4, processes are concerned with addressing special causes of process variation and providing
statistical predictability of the results. Though processes may produce predictable results, the results may be
insufficient to achieve the established objectives. At maturity level 5, processes are concerned with addressing
common causes of process variation and changing the process (that is, shifting the mean of the process
performance) to improve process performance (while maintaining statistical predictability) to achieve the established
quantitative process-improvement objectives.

Maturity Levels Should Not be Skipped:

Each maturity level provides a necessary foundation for effective implementation of processes at the next
level.

Higher level processes have less chance of success without the discipline provided by lower levels.

The effect of innovation can be obscured in a noisy process.

Higher maturity level processes may be performed by organizations at lower maturity levels, with the risk of not being
consistently applied in a crisis.
Maturity Levels and Process Areas:
Here is a list of all the corresponding process areas defined for a S/W organization. These process
areas may be different for different organization.

This section is just giving names of the related process areas, for more detail about these Process Areas go
through CMMI Process Areas Chapter.

Level Focus Key Process Area Result

Organizational Innovation and Deployment

5 Continuous Process Highest Quality /
Causal Analysis and Resolution
Optimizing Improvement Lowest Risk

4 Organizational Process Performance

Higher Quality /
Quantitatively
Quantitatively Managed Quantitative Project Management
Lower Risk
Managed

Requirements Development
Technical Solution
Product Integration
Verification
Validation
Organizational Process Focus
Organizational Process Definition
3 Process Medium Quality /
Organizational Training
Defined Standardization Medium Risk
Integrated Project Mgmt (with IPPD extras)
Risk Management
Decision Analysis and Resolution
Integrated Teaming (IPPD only)
Org. Environment for Integration (IPPD only)
Integrated Supplier Management (SS only)

Requirements Management
Project Planning
Project Monitoring and Control
2 Basic Project Supplier Agreement Management Low Quality /
Managed Management Measurement and Analysis High Risk
Process and Product Quality Assurance
Configuration Management

1 Process is informal and Lowest Quality /

Initial Ad hoc Highest Risk